Formulate, articulate, communicate, cajole, and inspire individuals and teams to collaborate to create a future that becomes your legacy.

the ceo magazine, leadership qualities,
Paul J. Zak, PhD, Professor, Claremont Graduate University

Fear or love?  At the most basic level, these are a leader's choices when seeking to motivate followers. Most managers, perhaps due to some hangover from the eighteenth century, lead by fear because, well, it works. Fear may not be explicit, though some managers still scream and yell, but it is often implicit in the "do this or you're out" approach.

Today, we hear a lot about seemingly squishy leadership approaches like "empathy," "humanity" and even "love."  Many business leaders I know would be happy to be Mr. or Ms. Nice at work but they have a feeling that this leadership style is not going to get the job done.  Or, at least that has been the prevailing wisdom.

It’s an astonishing statistic, but roughly two out of three change initiatives fail to meet their stated targets.  This is significant since most companies must undertake moderate organizational changes at least once a year (and major changes every four or five years) due to disruption from technology, their industry and/or the competition.

the ceo magazine, leadership skills,
Jeffrey McIntosh, CEO, Teabook

CEOs can be compared to tea leaves; you never know their strength until they’re dunked in hot water.

Not only that, CEO’s leadership skills must drive revenues, company growth, employee development and impact their communities and industry eco-systems. 

Which is why I’d like to give you a front row seat while I share my personal hot tea story:  how gaining understanding of the nuances of fine Chinese tea ended up teaching me the skills I need to lead my enterprise, while driving personal growth, commitment to social impact, and understanding of the importance of micro-enterprise and agriculture.  Plus, of course, an outsized and lifelong love of perfectly-brewed tea.

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