The Practical Leader

APRIL 9, 2012

This is an extraordinary book on leadership from the experts in extraordinary leadership. It became the foundation for Zenger Folkman’s thriving leadership development and consulting firm. There are countless opinions, platitudes, theories, anecdotes, and leadership models competing for attention today.

Motivation 53

Motivation 360-Degree Feedback Emotional Intelligence Review 53

Coaching Tip

DECEMBER 19, 2013

Increases in oxytocin cause people to seek social contact with others (Taylor, 2002), so that a virtuous cycle of positive social interactions is created. Interacting with positive energizers leaves others feeling elevated and motivated. People learn how to become positive energizers. They uplift and boost people.

Charisma 177

Charisma Taylorism Taylor Social Capital 177

First Friday Book Synopsis

JUNE 14, 2011

Making Horses Drink: How to Lead & Succeed in Business Alex Hiam Entrepreneur Press (2002 Note: I read and then reviewed this book when it was first published and recently re-read it. Frankly, I am even more impressed now by Alex Hiam’s use of an extended metaphor than I was then. Creating Thirst Long ago, [.].

Review 75

Review Books Entrepreneur How To 75

Marshall Goldsmith

SEPTEMBER 16, 2013

We then get paid only after our coaching clients have achieved positive change in key leadership behaviors – and become more effective leaders – as determined by their key stakeholders. I believe that many leadership coaches are paid for the wrong reasons. Their income is a largely a function of “How much do my clients like me?”

Learning-by-Doing 123

Learning-by-Doing Long-term CEO Follow-up 123

Harvard Business Review

OCTOBER 15, 2014

For example, it took Umicore, a global materials technology group, five years (2002–2007) to lay the basis for its transformation from a commodity supplier of base metals into a premium provider of emission control catalysts, rechargeable battery materials and other value-added solutions.

Company 11

Company Chemicals Short-term How To 11

Harvard Business Review

JUNE 18, 2018

Daniel Kahneman, the 2002 Nobel prize laureate and psychologist, has said that if he had a magic wand, he’d eliminate it. Yet stories like the one above about Steve Jobs made us wonder: might there be some hidden benefits to overconfidence in the context of corporate leadership? Most of us think of overconfidence as a bad thing.

Stephenson 11

Stephenson Kahneman CEO Commitment 11

Great Leadership By Dan

NOVEMBER 1, 2007

Eichenger and Michael Lombardo According to Day and Lord (1986), differences in the quality of executive leadership explain as much as 45 percent of an organization’s performance. Zenger and Folkman (2002) report that the top 10% of leaders produce five times as much net profit as the bottom 10 %, and twice as much as average leaders.

Agility 120

Agility Leadership Goleman ROI 120

Harvard Business Review

SEPTEMBER 28, 2017

Through my leadership development work with the United Nations (UN), I’ve been privileged to work with professionals who operate in some of the world’s most challenging contexts. Resilience Is About How You Recharge, Not How You Endure. How to Evaluate, Manage, and Strengthen Your Resilience. Resilience.

Stress 14

Stress Learning-by-Doing Report Project 14

Harvard Business Review

SEPTEMBER 13, 2011

Upon his retirement in 2002, Bill invented a new life and purpose (by making little bets, I might add shamelessly) to write and to teach. One of the areas where I think Bill has unique insight has to do with how leaders and entrepreneurs can build support structures. billion to $60 billion during his tenure. It is a very timely book.

Open-book 9

Open-book Chemicals Chief Operating Officer Goleman 9

Strategy Driven

FEBRUARY 4, 2011

How much further should we extend ethics? They don’t know how to cope. Yet, most CEOs were never trained on how to be CEOs, with all the responsibility, people skills, leadership and ethical management that must go along with the job. Congress enacted the Sarbanes-Oxley Act, corporate reform legislation, in 2002.

Ethics 59

Ethics Cost Crisis Learning-by-Doing 59

Tanveer Naseer

NOVEMBER 26, 2013

And that is the issue of how to effectively manage a multi-generational workforce. Perhaps most critically, the key fault with so many of these business and leadership articles on generational differences is that there’s no evidence-based, empirical studies to back up their assertions. Badger J.M., Severt J.B & Gade P.A.

P&L 264

P&L Fraser Motivation Organizational Behavior 264

Harvard Business Review

JANUARY 8, 2014

As that dramatic disintegration played out in early 2002, I had to present our office’s results and perspectives at the firm’s annual partners’ meeting in Switzerland. Well, when Napoleon was in Paris in a room with all his generals around a table, discussing how to attack Russia, that’s strategy. Building a Feedback-Rich Culture.

Emotional Intelligence 10

Emotional Intelligence GDP McKinsey Airlines 10