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The Worst CEOs of 2012: What did we Learn?

Great Leadership By Dan

It’s worth taking one last look at 2012?s In case you haven’t seen one yet, here’s a compilation of the 2012 lists: 1. The Bloomberg Businessweek Worst CEOs of 2012. Forbes the Worst CEO Screw-ups of 2012. Aubrey McClendon, CEO, Chesapeake Energy, made the top of the list, although it’s not ranked.

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How to Cultivate Leadership Presence in a Remote Working World

Great Leadership By Dan

To navigate more demanding customer expectations , an acute distrust of business and so much remote working, leaders need to find new ways of operating. When we operate from a sense of our presence, we are in a state of absorbed relaxation. Other people are attracted by this expansive energy and want to draw closer.

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Every Day An Idea

Lead Change Blog

If you’re a regular here at the Lead Change Group, you are probably aware that Weaving Influence, its owner, is going to pause operations on the site starting October 1. Thank you, Mike Henry, for starting the Lead Change Group in 2009, and Becky Robinson, for shepherding it to this point since you purchased it in 2012.

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Team Engagement Brings Competitive Advantage

Lead Change Blog

Yet it affects so much of a how a business operates, from the individual in the team to the company as a collection of teams to the entire market place. More alarming Gallup’s 2016 survey for the UK reveals that the percentage of UK employees feeling engaged at work has plummeted to just 8%, down from 17% in 2012. Michael Jordan.

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Lead Change like a Slinky®

Lead Change Blog

Before it is launched, it has stored potential energy–when launched, that energy force becomes kinetic energy. The Top Ten Leadership Commandments (2012) by Hans Finzel. It routinely gets stuck halfway down the stairs, and has to be relaunched. Repeat as necessary. It is messy, noisy, and chaotic.

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Repeatability: A book review by Bob Morris

First Friday Book Synopsis

Repeatability: Build Enduring Businesses for a World of Constant Change Chris Zook and James Allen Harvard Business Review Press (2012) How and why simplifying operations, sharpening focus, and liberating energy can be an antidote to escalating complexity As Chris Zook and James Allen indicate in the Introduction, they share an interest in why so few (..)

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Taking Charge of a Team? Avoid These 4 Mistakes

QAspire

They start operating within the confines of what they have experienced so far. Resistance is negative energy, but energy nevertheless. Try directing this energy instead into constructive initiatives that leave people feel more valued. Second is that experience of leaders make it difficult for them to “unlearn”.

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