Monday, April 14, 2014
Positive Leadership: The Coaching Payoff
Friday, April 11, 2014
Positive Leadership: More is Less
Greg McKeown saw first-hand how success can
lead straight to professional and personal failure, during his career
evaluating and coaching Silicon Valley executives.
The heart of the problem, he
says, is the insidious idea that we can do it all. As entrepreneurs and
executives find success, they're often overwhelmed by expectations and options,
and end up losing the single-minded focus that made them successful in the
first place.
Taking inspiration from legendary designer Dieter Ram's philosophy
of "less but better", McKeown outlines an antidote in his book
Essentialism: The Disciplined Pursuit of Less, which features practical tips on
how to figure out what's most important, eliminate the trivial, and establish
routines for effortless execution.
Thursday, April 10, 2014
Wednesday, April 09, 2014
Tuesday, April 08, 2014
Positive Leadership: Success in Negotiating
How did Ron Shapiro successfully
negotiate Joe Mauer’s $184 million contract, the fourth largest contract in the
history of baseball?
He attributes his success with the Minnesota Twins catcher
to his careful preparation.
A new book, Perfecting Your Pitch: Howto Succeed in Business and in Life by Finding Words That Work, outlines the three-step process he
developed as a sports agent and lawyer.
Wharton management professor Adam M. Grant
recently interviewed Shapiro about the process he uses. For more, see: http://knowledge.wharton.upenn.edu/article/ron-shapiro-words-work/
Monday, April 07, 2014
Friday, April 04, 2014
Thursday, April 03, 2014
Positive Leadership: Management v Leadership
The manager administers; the leader
innovates.
The manager is a copy; the leader is an
original.
The manager maintains; the leader develops.
The manager focuses on systems and
structure; the leader focuses on people.
The manager relies on control; the leader
inspires trust.
The manager has a short-range view; the
leader has a long-range perspective.
The manager asks how and when; the leader
asks what and why.
The manager has his or her eye always on
the bottom line; the leader’s eye is on the horizon.
The manager imitates; the leader
originates.
The manager accepts the status quo; the
leader challenges it.
The manager is the classic good soldier;
the leader is his or her own person
For more, see: http://guides.wsj.com/management/developing-a-leadership-style/what-is-the-difference-between-management-and-leadership/
Wednesday, April 02, 2014
Tuesday, April 01, 2014
Monday, March 31, 2014
Friday, March 28, 2014
Positive Leadership: Scaling Up Excellence
Touching on concepts around emotion, complexity, and connecting people, Sutton explains why scaling is about spreading and sustaining a mindset, not just a footprint.
Thursday, March 27, 2014
Wednesday, March 26, 2014
Tuesday, March 25, 2014
Monday, March 24, 2014
Friday, March 21, 2014
Monday, March 17, 2014
Friday, March 14, 2014
Tuesday, March 11, 2014
Monday, March 10, 2014
Thursday, March 06, 2014
Wednesday, March 05, 2014
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