The importance of compliance needs to come from the top down in order for businesses to avoid white-collar crime, corruption and other missteps.
From time to time, every leader has to deliver news that is hard for employees to hear. Even when businesses are doing well, organizational and structural change is to be expected, and acquisitions, reorganizations, or policy changes can affect people’s jobs in ways that create feelings of fear, anger, or sorrow. Each employee wonders, “How will this change affect me?” or assumes, “Oh, this won’t be good! How am I going to get my work done?”
Being trustworthy and selfless; truthful and compassionate – these are wonderful qualities. If leaders consistently displayed these traits, workplaces and employees would be doing much better. But not all leaders, including many of the most famous and successful, exhibit these qualities.
Almost every leader wants to make more time for strategic thinking. In one survey of 10,000 senior leaders, 97% of them said that being strategic was the leadership behavior most important to their organization’s success.
Good to Great Summary provides a free book summary, key takeaways, review, top quotes, author biography and other key points of Jim Collins’ famous book on management. Jim Collins describes why some companies become Great from Good. He also explains why others don’t.
Most managers are in their roles because they are high performers with high standards. They’ve likely never been coached for low performance or inefficiency, so that makes it doubly difficult when they encounter the situation in their direct reports.
It is important for leaders to assess the ways in which they command and lead their teams. For leaders looking to cultivate a positive and productive environment, here are some leadership styles to avoid like the plague.
Are you looking to invest in a new CRM system and you’re concerned about whether or not it’s worth it? Or maybe you’re struggling with the one you already have. Don’t worry – your concerns are justified. Plenty of others are having the same challenges. But, according to a new study, there is hope.
The resurgence of artificial intelligence in recent years has been fueled by both the advent of cheap, available mass processing capacity and breakthroughs in AI algorithms that allow them to scale and tackle more complex problems. Interestingly, this recent trend is reminiscent of the personal computing revolution of the ’80s, when cheaper and more available computing became a catalyst for mass “computerization” of numerous industries. Much like AI today, computers and computerization felt cutting edge and new, so companies were setting up computing departments and computerization task forces. By the standards of those days, we are all computer specialists today.
Imagine that one of your employees walks into your office and says “Boss, we’ve got a huge problem with the ACME account; they’re angry and I think we might lose their business!” This is one of those situations that rightly spikes a leader’s blood pressure. But as much as the wrong response risks losing the ACME account, the wrong response also risks ruining the effectiveness, accountability and future growth of your employee. So, in responding to the problem our employee just brought us, we’ve got a few different options, from worst to best.
