Your friend recommends their friend for a high-level position.
It’s not that uncommon. Most of us find positions through our network.
The wisdom of this seems obvious. Hiring a referral from a friend means that they come highly recommended. Your friend wouldn’t recommend a loser, right? They’d know if they had a criminal record, or if they had a habit of weekend benders.
Continue reading “How Well do Your Friends Know Their Friends?”
Whether you’re leading a promising startup poised to scale rapidly in the coming months, or sitting comfortably at the helm of a lumbering industry leader that aims at slow, steady growth, a focus on results is imperative. Your role and responsibility, as an executive, is to drive results.
Continue reading “Managing Processes, not “Results” Key to Success”
We’ve all met C-level executives that didn’t seem to have a firm grasp of how to make their strategy work. Maybe they weren’t the right leader for the moment. Maybe they weren’t able to resolve a critical blind spot that proved a fatal foil to their big strategy. Or maybe they had the charisma of an armchair.
Continue reading “The Costs of Complacency in the C-Suite”
For those interested in leadership performance, the concept of emotional intelligence has served as an anchor, a foundational guide to better understand differential leadership abilities, for the past 20 years. A recent Forbes article summarized emotional intelligence as, “[The] ‘something’ in each of us that is a bit intangible. It affects how we manage behavior, navigate social complexities, and make personal decisions to achieve positive results…your ability to recognize and understand emotions in yourself and others, and your ability to use this awareness to manage your behavior and relationships.”
Continue reading “The One Skill that C-Level Executives Must Have to Succeed”