Because of different communication habits on opposite sides of the Atlantic, feedback is communicated significantly differently in Europe and in the US. As a result, we tend to make the wrong assumptions about people’s intentions. How can you avoid this?
Obviously, we all want to create a culture of accountability in our businesses. The thing is: If you want a culture of accountability, it starts with YOU. Where do you start?
Many more CEOs than you may think suffer from some form of mental wellness issues. One way to improve and maintain your mental wellness requires virtually no investment and delivers a great ROI: gratitude. How?
70% to 90% of strategies fail due to poor execution. A good annual strategy does not need to be smarter than last year’s strategy: it needs to be more actionable.
“So far I have been a great CEO, but I am not sure that I am the best person to take my company to the next level,” confided this CEO of a fast-growing company. It looked like his recipe for success didn’t work anymore. He felt stuck, overwhelmed, and doubted his ability to improve the situation.
Sounds familiar?
Every business has at least one strategic asset – one existing strength – that can form the foundation for future growth.” Your job is to identify and develop it.
Easier said than done. How do you do that?
Questions are often more powerful than statements, because they teach people to think. However many CEOs make the same mistake: When someone asks for help or struggles, they simply give them the answer. What can you do about it?
Questions are often more powerful than statements, because they teach people to think. However many CEOs make the same mistake: When someone asks for help or struggles, they simply give them the answer. What can you do about it?
“I have smart people but I underutilize their potential,” the CEO confessed. “I feel like I am the #1 bottleneck in my organization.”
My client was right: she was a genius with a thousand helpers, and she needed to become a genius maker in order to accelerate her business growth. Some leaders are great at amplifying the intelligence of others. What do they do differently?
Many CEOs and business leaders do other people’s jobs. Because they want to help, because they don’t trust their teams to do it exactly when/how they want it done, because it is faster, or for whatever other reason. This has a number of negative consequences. What can you do about it?