Strong team leadership isn’t enough. New research shows the importance—for business impact and career success—of also mobilizing your boss and colleagues.
People don’t work for companies; they work for people–namely, their bosses.
When it comes to running your day, it’s easy to get swept up in distractions and tasks that don’t move you forward. The average person loses up to three hours each day due to interruptions from phone calls, email and coworkers, according to a study by CareerBuilder.
Ouch. But looking back, she was absolutely right. A few months after I left, I reflected back on my experiences under her leadership in comparison to the executive boss that came after her. This was a case of two polar-opposite leaders as different as the cultures they helped create.
Think of a prominent global-company CEO. Sir Martin Sorrell? Indra Nooyi? Elon Musk? Now, name the CFO and CMO. I bet you can’t. This is the challenge we face. Today's company leaders aren't just top-tier managers, they’re increasingly the only person we associate with the organisation.
Somewhere along the way, we’ve lost leadership in our organizations, political structure, schools and communities. This has had a trickle down effect into our personal and professional lives. When we begin our search for the answers, we realize they’re not very hard to find.
What are the five conversations you need to have with your boss? Whether you’ve just been promoted or newly hired, it’s difficult to adjust and find clarity in new circumstances.
As a leader, there are things you do every day. Some help—others, not so much.
Official transcript at http://sivers.org/ff---If you've learned a lot about leadership and making a movement, then let's watch a movement happen, start to finish, in under 3 minutes, and dissect some lessons:A leader needs the guts to stand alone and look ridiculous. But what he's doing is so simple
When poor leaders make it into the general and flag officer ranks, it can really be destructive to the military profession and unit effectiveness. It’s no different in the civilian world where people are even less likely to point out that the emperor has no clothes for fear of losing their job.
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.
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.”)
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.
If you ever have to step up and manage people, it can be pretty difficult to figure out the best way to do it in a way that both works with your personality and gets the job done. This flowchart can help you figure out—in broad categories, of course—what type of leader you might be.
Pope Francis has made no secret of his intention to radically reform the administrative structures of the Catholic church, which he regards as insular, imperious, and bureaucratic. He understands that in a hyper-kinetic world, inward-looking and self-obsessed leaders are a liability.
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.
Do you ever wonder why some people succeed and others don't? We've all seen deserving people who never quite got things off the ground, and others who made it look easy. It doesn't always seem to make sense.
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.
Whether you have your eye on the top of the ladder or are just focusing on the next rung, there are many ways you can grow your career. If you’re not sure what to do, here are four specific areas you can work on.
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:
The research is clear: when we choose humble, unassuming people as our leaders, the world around us becomes a better place. Humble leaders improve the performance of a company in the long run because they create more collaborative environments.
A few weeks ago, we were asked to analyze a competency model for leadership development that a client had created. It was based on the idea that at different points in their development, potential leaders need to focus on excelling at different skills.
Leadership skills aren’t stagnant. Different generations moving in and out of the workforce dictate changes to the ways people lead. This is one reason leaders need to be constantly updating their skills.
Ever wonder what separates great leaders from poor leaders? Ever wonder whether you’re developing the practices and qualities of great leadership?
In today's business world, leaders are emerging at all ranks. The role of the leader is not exclusive to executive-level positions. But being a great leader doesn't have to mean going to management school.
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.
Every day, Chris Holmberg tries to put himself out of business. As an executive coach for nearly two decades, he’s worked with leaders of tiny startups and multinational corporations alike. But the core of his practice remains pretty counterintuitive: There’s no solution. No secret sauce.
Taking a team from ordinary to extraordinary means understanding and embracing the difference between management and leadership. According to writer and consultant Peter Drucker, "Management is doing things right; leadership is doing the right things."
Good leaders must be good role models, knowledgeable in their fields, and worthy of respect. There are many ways to lead, whether it's by taking on a leadership role at work, or being the captain of your sports team. Here are some tips to help you excel as a leader in any situation in life.
Regardless of where you are—a new manager, a long-time boss, or an entry-level person who’s managing an intern, you can develop new skills to do a better job (and feel more confident).
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).
As a former consultant, I have a deep and abiding love for the use of 2×2 matrices in business strategy. My favorites are those that highlight two factors that seem, at first glance, in conflict.
What makes an effective leader? This question is a focus of my research as an organizational scientist, executive coach, and leadership development consultant. Looking for answers, I recently completed the first round of a study of 195 leaders in 15 countries over 30 global organizations.
No matter how much the world changes, there will be timeless truths about the best way to lead others to success. Self-made industrialist Andrew Carnegie was the wealthiest man on the planet in the early 20th century and was a student of what it takes to achieve greatness.
Business people and business theorists love to draw distinctions between management and leadership. They tell us that “managers do things right; leaders do the right thing” and “management is administration, but leadership is innovation.”
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.
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.
Whether you're managing an intern or running an entire business, your employees' success (and your own skin) depends on your leadership. Thankfully, the solution for motivating your team and squashing any issues is right at the tip of your tongue.
Even the most sophisticated psychometrics and people analytics have yet to make leadership development more science than art. Competence, character, creativity, and charisma remain difficult qualities to quantify, let alone cultivate. Growing effective leaders is challenging work.
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.
You have awesome engineers, and they want to advance in their career. Their team is growing because of advancements they've made, and you want to recognize the work they've done with something.
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.
It takes great leadership style to build great teams. The best leaders have distinctive leadership styles and are not afraid to make the difficult decisions.
The horrible leadership behaviors I'm about to expound on are not mere platitudes or hackneyed clichés. They remain, unfortunately, characteristics of well-meaning people on high perches who have blind spots that keep them from growing into true leaders.
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.
I remember the first time I became a leader, I called a meeting with my team and said, "Here are my expectations of you.
The CEO sitting across from me is explaining how he and the other executives of a telecommunications firm were caught off guard by a new technology that disrupted the firm’s business. “We did not see WhatsApp coming,” he says, shaking his head.
You’ve gone beyond proving that you’re a star in your field. You survived grad school (although exams and student loans may still cause night terrors), advanced in your career and have notable achievements under your belt.
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.
Can you imagine working for someone in a high-level leadership role, perhaps a CEO, and suddenly it dawns on you: This person isn't leadership caliber. Your next thought may be, How in the world did he (or she) make it this far up the ladder?
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.
We all have our own perceptions of what “effective” leadership looks like, so trying to define what is right to hundreds or thousands of people would be an effort in futility -- like asking your boss for a raise after making fun of his new haircut.
Do you often feel reactive instead of proactive? Do people complain that decisions at the top take too long to percolate down to the frontlines? If so, you probably manage your organization and your direct reports through weekly meetings and email.
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.
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.
It all started in 2001. My role as a leader in business had reached a pivotal point. I was managing about 50 people in three large teams, just a couple of positions away from the CEO of a major retailer, making a nice income and eating out almost every day for lunch.
It’s established behavior in the animal kingdom: Chimpanzees at the top of the hierarchy are often hostile toward lower-ranking members who might be powerful enough to challenge their authority, and they divide subordinates to prevent them from forming alliances.
Very few founders, startup CEOs, board members, investors, and others supporting the entrepreneurial community actively pursue and advocate disciplined, professional leadership development. This is an enormous missed opportunity.
It's not enough for twenty-first-century leaders to focus on getting things done. They must also connect with employees to inspire performance. Digging deeper, top management today needs to marry purpose and meaning to each employee's contribution.
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: "The First 90 Days" is a series about how to make 2016 a year of breakout growth for your business. Let us know how you're making the First 90 Days count by joining the conversation on social media with the hashtag #Inc90Days.
Great leaders, especially in large organizations, aren’t really people. They’re mental images. They may be flesh and blood to the senior team and the assistants in the C-suite, but to people in outer orbits, from operational departments to business units, they are imaginary constructs.
Leadership isn't easy. You can have all the talent in the world, but you're not going to rise into a management position if you don't have certain abilities.
Multiply waste by the number of people involved. The capacity of teams to waste time and resources staggers the imagination. It’s one thing to tolerate one person wasting time. But, the amount of time and resources stalled teams waste is incomprehensible.
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.
There’s sometimes a disconnect between how we talk about leadership qualities (we tend to use words like authority, power, and emotional intelligence) and what we actually require from the people leading teams and other working groups (arguably, competence and a deep knowledge of the specific wo