Leading Blog

APRIL 3, 2020

A S a McKinsey & Company article stated in late March 2020: “What leaders need during a crisis is not a predefined response plan but behaviors and mindsets that will prevent them from overreacting to yesterday’s developments and help them look ahead.”. This approach self-evidently enables a mindset that offers a long-term perspective.

McKinsey 293

McKinsey Emotional Intelligence Crisis Self-aware 293

Rich Gee Group

DECEMBER 11, 2010

Operational - Know how the organization works inside and out. Sit at home and map out your operational chain from start to finish. EQ – Emotional Quotient (or Emotional Intelligence) This is where most C-Level executives fail. Know this area cold. Where are the dependencies? Unported License.

CEO 238

CEO Development Licensing Motivation 238

Persuasive Powerhouse

SEPTEMBER 2, 2010

What is the most ethical action we might take?” Johnson & Johnson leaders; the question that helped them to successfully deal with the Tylenol crisis in the 1980’s. Mary Jo Asmus A former executive in a Fortune 100 company, I own and operate a leadership solutions firm called Aspire Collaborative Services.

Blog 172

Blog Greenleaf Maslow Goleman 172

Building Personal Strength

FEBRUARY 24, 2011

The perception is that getting along with people is nice, but “nice-to-have” — secondary to the operation of the business. But most books on this topic focus on mentoring and executive coaching, not skills for operational leaders. They aren’t about computers, vehicles, machines and other “hard” equipment.

Skills 104

Skills Construction Goleman Emotional Intelligence 104