October, 2011

Lead on Purpose

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Book Review: The Coming Jobs War

Lead on Purpose

“If you were to ask me ‘From all your research, what is the best predictor of new jobs?’ my answer would always be new customers.” Jim Clifton , chairman of Gallup and author of The Coming Jobs War: What every leader must know about the future of job creation , says that what everyone wants is a good job. He makes the bold assertion that job creation and successful entrepreneurship are the world’s most pressing issues right now.

Books 228
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Leadership lessons from the mountain

Lead on Purpose

I had the opportunity recently to go up to Sundance , a local ski resort, to go mountain biking with my team. This is the type of mountain biking where you ride up a ski lift and bike down one of many trails to the bottom, load up and do it again. The mountains are absolutely beautiful this time of year and the weather could not have been better. The great thing about activities like mountain biking is they give you a chance to get away and help you put life into perspective.

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It’s the people

Lead on Purpose

Everybody knows it, and yet too many executives, VPs, managers or other so-called “leaders” seem to forget: it’s the people that make the organization successful. It’s too easy to focus on the products or the projects and lose track of the people who are doing the work. Here are three quick tests you can take to determine whether, for you as a leader, it’s really about your people: Commitment to the organization: Why do your team members work for your organization?

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Guest Post: Three Ways to Increase Trust and Eliminate Drama

Lead on Purpose

By Marlene Chism. You ask your employees to engage, but they sit there with their arms crossed. You solicit ideas, but no one comes forward. No one seems to know exactly what is expected and everyone seems to pass the buck. If you see any of these drama indicators, it’s likely that there is a trust issue in your workplace. Stephen M.R. Covey , author of The Speed of Trust says in one of his articles, ‘Think about it this way: When trust is low, in a company or in a relationship, it places a hi

Handbook 157