It’s easy to be in charge of people, but being a leader is more difficult. There’s a huge difference between the two, and understanding how to change from simply being a boss to being a leader can be a confusing challenge.
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Last month, we discussed how Academia and Industry have aligned under the banner of T-shaped leadership.
What do first-level managers do at high-performing organizations that set them apart from those at low-performing organizations?
Presence is considered an essential quality for leaders, and a lack of presence can take a professional’s leadership development off track.
Engineering and technology firms have a recurring problem. Their best technical employees, who will naturally move into management or leadership positions, are not natural managers or leaders.
To be a best-selling author these days you almost have to possess the ability to stop readers in their tracks by offering up something provocative. Consider Simon Sinek’s best-selling book “Leaders Eat Last” as a testament to this assertion.
Traditionally, people assume that a company has to have leaders and followers to grow, with the leader as a visionary and innovator, and the follower as a compliant doer.
I had a hunch I would coach a President of the United States when I was added to the roster of the Federal Executive Institutes list of coaches a decade ago.
In the SAP-supported Oxford Economics “Workforce 2020” survey, only 41 percent of employees say their company offers them chance to grow.