In order for a group to move forward as a unit, each person must be on the same page. This process doesn’t have to be a huge, life-changing event. It starts with opening our ears to truly hear what other people are saying.
Despite decades of analysis and teaching by business schools about what makes a good executive leader, the executives themselves still find that it’s lonely at the top and that they don’t have everything they need to succeed.
Leadership is more important than ever before, yet true leaders are in short supply. There is a huge crisis of confidence in leaders. Since the financial crash of 2008, distrust in leaders has dramatically increased. Only one-third of people trust leaders.
How do you prove training works? And, perhaps more importantly, how do you know which parts work better than others? The answers to those questions become clearer when you first answer some fundamental questions about the purpose of training.
How do you prepare your team for the potential loss of a star player, a team leader, or a key product or service; the sale to or merger with a competitor; or any potential seen or unseen changes that could take you off course and drain your energy?
One of the advantages to studying leadership through the lens of fiction is that fictional characters often exist in intense environments, where the stakes are high. Fiction works at the top of the performance game: It aims to hook the reader or viewer.
18 Apr 20191:00 pm ET
Hiring talent from different racial, geographic, ethnic and religious backgrounds is becoming standard business practice. How do good leaders leverage these diverse perspectives in a way that is relevant and contemporary?
A new on-the-job impact assessment tool for executive education has been deployed in a partnership between Financial Times | IE Business School Corporate Learning Alliance and The Honeycomb Works.