Does your introversion hold you back from “going for it” at work sometimes? As it turns out, science may know why. Follow Ladders’ magazines on Flipboard covering Happiness, Productivity, Job Satisfaction, Neuroscience, and more!
In 2018, DDI, The Conference Board, and EY conducted their 8thGlobal Leadership Study. More than 28,000 leaders at all organizational levels, in dozens of sectors, and from across the world were surveyed, including 1,500 C-Suite executives. The results were both stunning and telling.
Most of us have worked for a toxic boss at one time or another; we read about their behaviors in research studies and how those behaviors affect people, morale, and work productivity. And so much of it begins with words spoken out loud in close proximity.
Picture reporting to a manager, and suddenly it dawns on you: My boss just isn't cut out for leading others. Then you wonder: How in the world did they make it this far? I've thought about it myself plenty of times.
Just because your colleagues in the future workplace will include artificial intelligence and bots, doesn’t mean that human leadership skills won’t be necessary. In fact, leadership skills will be vital to success.
Three years before returning to Apple to launch the iPhone/iPad revolution, Steve Jobs said something that downplayed technology and elevated the people that make the technology. It remains one of Jobs' most profound leadership tips, ever. He said: Technology is nothing.
You can have the most impressive title in the world and still not be a leader. According to the late Bill Campbell, who established a reputation as the "coach" of Silicon Valley, only one thing determines whether or not you're a leader: the opinions of those you're supposed to be leading.
Two years ago, after facilitating an offsite for a hot tech startup, I had one very clear conclusion: as soon as their recent Series A funding was gone, this company would be dead.
Theresa May has given an emotional farewell to “the job that it has been the honour of my life to hold”, pledging to step aside as Tory leader on 7 June and kicking off a frantic scramble for others to become Britain’s next prime minister.
At the start of your career, chances are good that you’ll be hired primarily for your “hard skills”–the stuff you know that’s relevant for the job.
Where do you see yourself in five years? Tell me about a time when you showed leadership. What is your biggest weakness? These are the standard questions that job candidates face during interviews. And by now, everyone also has standard answers. (“My biggest weakness? I work too hard.”)
A rising young executive found herself strategically ousted in an internal power play. Jill had all the chops to rise to the corner office: consistent top 10% performer, hardworking, intelligent, personable, driven, multilingual, an MBA from a top-tier school.
Just becoming a leader is enough to exacerbate some people’s unethical tendencies. But power does not corrupt everyone. Our research suggests that key personality characteristics predict unethical leadership behavior. We collected personality data and supervisor ratings of ethical behavior (e.g.
When Joe Whittinghill came into his role as general manager for talent, learning, and insight at Microsoft, the tech giant’s leadership model was characteristically thorough.
Most people see meetings as a burden, a waste of time, or a general annoyance. But meetings aren’t going away. The good news is that leaders have the opportunity to significantly improve how meetings are run at your company, which could boost your influence and your career.
I recently spent a month interviewing the group heads of a large financial services company in order to understand how their direct reports need to communicate as they move into leadership positions.
In study after study, strategic thinkers are found to be among the most highly effective leaders. And while there is an abundance of courses, books, articles and opinions on the process of strategic planning, the focus is typically on an isolated process that might happen once or twice per year.
We’ve all been in situations where the boss has a favorite. It’s frustrating to feel underresourced and underrecognized while someone else is getting all the attention. Ironically, though, it can be just as challenging to realize that you’re the boss’s new “pet.”
For the leader of a company powered by creativity, the difficulties of navigating today’s complex marketplace are compounded by the fact that, in every decision, two forces are loudly asserting their dominance: creativity and profitability. A fractious relationship at the best of times.
A young manager accosted me the other day. “I’ve been reading all about leadership, have implemented several ideas, and think I’m doing a good job at leading my team. How will I know when I’ve crossed over from being a manager to a leader?” he wanted to know.
One of the most difficult transitions for leaders to make is the shift from doing to leading. As a new manager you can get away with holding on to work. Peers and bosses may even admire your willingness to keep “rolling up your sleeves” to execute tactical assignments.
Getting people to work together isn’t easy, and unfortunately many leaders skip over the basics of team building in a rush to start achieving goals. But your actions in the first few weeks and months can have a major impact on whether your team ultimately delivers results.
Too many business leaders today are out of touch with the employees they lead. Edelman estimates that one in three employees doesn’t trust their employer — despite the fact that billions are spent every year on leadership development.
What is your body language telling others about you? Last week I wrote about how to read other people (you can check that out here.) But being able to evaluate other people’s body language just ain’t real helpful if you’re sending off all the wrong signals yourself.
We need a new generation of leaders. And we need it now. We’re in the midst of a Great Dereliction — a historic failure of leadership, precisely when we need it most. Hence it’s difficult, looking around, to even remember what leadership is.
Research shows that employees dislike their jobs, don’t trust their leaders, and aren’t engaged. If you’re a leader — or aspiring to be one — you should be frightened.
While the popular press talks of stress as a negative to be avoided, seasoned managers know better. If you’re trying to drum up new business, get a customer’s order out on time, or hit your numbers for the quarter, a little stress goes a long way.
Leadfully (a service of SYPartners) recently published this Q&A about my work helping CEOs and leadership teams achieve better results through strategic storytelling. I’m reposting it here with their permission. RASKIN: Leadership is the art of inspiring others to make a story come true.
Everybody thinks they’re a leader – most are far from it. The harsh reality is that we live in a world awash with wannabe leaders. As much as some don’t want to admit it, not everyone can or should become a leader (my take on the born vs. made argument).
Boredom gets a bad rap. Truly amazing ideas and offbeat solutions have often come from endless hours of daydreaming. If space and time is what you need to make unusual connections, then why does the daydreaming that comes out of boredom have such negative connotations?
For decades the corporate HR department was seen as a back-office function, a cost center focused on mundane administrative tasks such as managing compensation and benefits plans. But over the past 15 years Ellie Filler has noticed a dramatic change.
In the 1930s, long before machine learning was anything more than a figment of popular sci-fi imagination, the Swiss clinical psychologist Jean Piaget identified four universal stages of cognitive development.
It’s hard not to resent Mondays. The day marks the end of the fun and freedom of the weekend–and that’s especially true during the summer, when ordinary Saturdays and Sundays have a carefree vacation vibe.
In my new eBook, 365 Inspirational Quotes: Daily Motivation For Your Best Year Ever, I share the quotations that have inspired me as I’ve launched my companies, written books and raised my children. Below are my top 100 leadership quotes of all time. 2.
Are you a good leader? How do you know? In a startup culture that is obsessed with management by metrics, many founders struggle to answer this critical question about themselves. It’s tempting to measure leaders simply by the success of their businesses.
When individual contributors are tapped to manage large-scale projects, oversee direct reports, or participate in strategic planning, they need to develop new skill sets on the fly — skills such as interpersonal dexterity, emotional agility, and communication savvy.
What makes a great leader? Knowledge, smarts and vision, to be sure. To that, Daniel Goleman, author of “Leadership: The Power of Emotional Intelligence,” would add the ability to identify and monitor emotions — your own and others’ — and to manage relationships.
Each year, HBR asks 10 stars in fields outside business — whether it’s politics, sports, the arts, or competitive chess —to offer wisdom on topics of interest to our readers. Here are the highlights from the class of 2015:
If your boss thinks you’re awesome, will that make you more awesome? This question came to us recently, when we were working with the top three levels of management in a multinational.
There’s an old story about a tourist who asks a New Yorker how to get to the storied concert venue Carnegie Hall and is told, “Practice, practice, practice.
Can a large incumbent company rediscover how to act like an agile start-up? Behaving like an agile start-up implies speed, a sharply defined mission, and a deep understanding of customers.
Good leaders all have one thing in common: They know how to seek advice. It's a bit like parenting. No one who raises a child for the first time understands the job perfectly. You have to keep learning and growing. These experts know the drill.
In a utopian corporate world, managers lavish a constant stream of feedback on their direct reports. This is necessary, the thinking goes, because organizations and responsibilities are changing rapidly, requiring employees to constantly upgrade their skills.
Editor's Note: An earlier version of this article stated that Daniel Ally became a self-made millionaire at age 24. We are no longer confident in those assertions and have removed them. You have to pay the cost if you want to be the boss.
There is no shortage of advice for those who aspire to be effective leaders. One piece of advice may be particularly enticing: if you want to be a successful leader, ensure that you are seen as a leader and not a follower.
Some leaders are born, but the rest of us are made. If you’re too busy running your business to take high-priced and often time-consuming leadership development courses, here are 9 places to build your leadership skills for free.
A young friend recently remarked that the worst boss he ever had would provide him with feedback that always consisted of “You’re doing a great job.” But they both knew it wasn’t true — the organization was in disarray, turnover was excessive, and customers were not happy.
There are three skills you need to be financially successful: making money, keeping money, growing money. James Altucher is mostly only good at making money.
Very few people know their own leadership style -- or strengths and weaknesses, for that matter. But that's a mistake. From leading a company to hiring workers, you necessarily must know what you're good at and what, if anything, you need help with to properly meet your company's goals.
Some people seem like they were born to excel. They’re gifted physically, intellectually or artistically, and it appears as if they just float to the top. But don’t be fooled. However gifted someone may be, he or she still had to develop those talents to achieve a lofty professional position.
About six months ago I wrote and article on the 20 Habits of Highly Unsuccessful Leaders which proved to be very popular, over half a million views and shares. Which got me wondering what do people want to know most. What to do, or what not to do when it comes to leading.
But within a few months, I began to realize the department where I was placed did not represent the values of the overall organization. The leadership was more interested in saving face than making decisions based on integrity. Staff members talked about one another in highly negative terms.
When you’re a kid, making new friends is fairly easy. There’s school, sports, and a slew of extracurricular activities where you meet other kids and form relationships. When you’re an adult, however, the process isn’t quite so effortless.
Flickr/Garry KnightPodcasting is a great way to learn and be inspired. It's a new use of technology that hearkens back to the original social medium, storytelling.
When I first became a manager — an unexpected promotion soon after taking a new job — I found myself feeling awkward about the fact that I had been elevated above my peers. Still, my team was in the middle of a complex first-time project, so I wanted to impress my boss with my handling of it.
Don’t underestimate the power of women connecting and supporting each other at work. As my experiences from being a rookie accountant to a managing director at an investment bank have taught me, conversations between women have massive benefits for the individual and the organization.
Two candidates are being interviewed for a leadership position in your company. Both have strong resumes, but while one seems to be bursting with new and daring ideas, the other comes across as decidedly less creative (though clearly still a smart cookie). Who gets the job?
Editor’s note: Scott Weiss is a partner at Andreessen Horowitz and the former co-founder and CEO of IronPort Systems, which was acquired by Cisco in 2007. Follow him on his blog or on Twitter.
Whether this is a conversation you have in your head, or one that’s happened to you in talking to your boss, you know the hard truth: as your team grows, it becomes geometrically more complex to manage your team.
Our first accomplishments as professionals are usually rooted in our skill as individual contributors. In most fields we add value in the early stages of our careers by getting things done. We’re fast, we’re efficient, and we do high-quality work. In a word, we’re doers.
The world tends toward continuums. We order everything from temperature (cold to hot, with tepid in the middle) to wealth (poor to comfortable to rich).
In the early days of running my business, I remember trying to be everyone's buddy. I wanted to be a cool boss and create a fun place to work. Ultimately, my efforts backfired: every time something went wrong, it was near impossible to tell my "friends" they were falling short.
Not long ago, I received a call from an HR manager at a large corporation seeking an executive coach for one of their senior leaders. He was described as arrogant, tactlessly blunt, and lacking empathy.
We get it, managing your business’s social media accounts can be daunting: from tweaking tweet lengths to mastering Facebook tone, to using the right hashtags at the right times.
Senator Amy Klobuchar’s nascent campaign is fending off a stream of stories from former staffers that she was a volatile, highhanded boss who often demeaned and humiliated people who worked for her. She has one of the highest rates of turnover in the Senate.
Recently, I had overwhelming response to my column on 10 Things Really Amazing Employees Do. In it, I also gave tips for being a better boss. Better is great, but amazing bosses didn't need the tips because they already knew what to do. Being a boss is hard. People don't naturally wish to have one.
If you have a management title, you may think of yourself as a leader. However, there are some stark differences between how leaders and managers motivate people toward common goals.
I’ve had more than twenty bosses in my career. I worked well with nearly all of them. But surprisingly, I learned the most from the worst ones. The truth is that most of my supervisors were average. Sadly, I really can’t remember much about them.
This post originally appeared on the iDoneThis blog. The prototypical leader is a hero: gives the rousing speech, inspires the troops and shows up at the last minute to save the day. At least that’s how leaders are portrayed.
Sound familiar? Looking back, I realize I used my work to try and fill a void in myself. The problem was that this void was like a black hole. No matter how many hours I worked, it never seemed to fill it up. If anything, it made me feel worse.
This post originally appeared at TheCooperReview.com. In this fast-paced business world, female leaders need to make sure they’re not perceived as pushy, aggressive or competent. One way to do that is to alter your leadership style to account for the (sometimes) fragile male ego.
A former colleague liked to remind leaders of their impact by telling them, “There are children you’ve never met who know your name.” The point was simple: Their followers were also moms or dads who were going home and talking about their day in front of their children.
During the last five years of my corporate management career, I had a great deal of leadership development.
Nancy started her day feeling prepared to brief her executive team on a high-stakes project she had been working on for the past two months. She had rehearsed her slide deck repeatedly, to the point where she had every level of content practically memorized.
Annual business goals often fall by the wayside as well. Consequently, late December brings a crush of articles on why we fail, and how we might reform the process to boost success. Among the best suggestions I’ve heard lately? Forget year-long resolutions and focus on 90-day goals.
Too many managers avoid giving any kind of feedback, regardless of whether it’s positive or negative. If you work for a boss who doesn’t provide feedback, it’s easy to feel rudderless.
Leaders need to show more composure than ever before in the workplace. With the change management requirements, increased marketplace demands and intensifying competitive factors that surround us, leaders must have greater poise, agility and patience to minimize the impact of uncertainty.