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Developing Your Bench (Barry Goldberg On Leadership)

Developing Your Bench (Barry Goldberg On Leadership)

Banking & FinanceLegalRestaurants & FoodTransportationOpinion

A succession plan means not only knowing who could move into an open slot, but what development gaps the candidate has for readiness and what the plans are for filling those gaps. read more >

A Master Class in Feedback (Barry Goldberg On Leadership)

A Master Class in Feedback (Barry Goldberg On Leadership)

Banking & FinanceHealth CareLegalRestaurants & FoodTechnology & TelecomTransportationOpinion

Every year, aspiring singers participate in auditions for the New York Metropolitan Opera. Judges provide feedback to each of the singers. Most of the conversations were great examples of powerful feedback, delivered with skill and impact. read more >

Getting 'Unstuck' (Barry Goldberg On Leadership)

Getting 'Unstuck' (Barry Goldberg On Leadership)

Opinion

Anyone who runs a business is familiar with how easy it is to spend every day heads down in the business. But the same efficiency a leader gains with day-to-day operation also leads to tunnel vision. A leader can easily become isolated as well as stale. read more >

In Praise of Dust (Barry Goldberg On Leadership)

In Praise of Dust (Barry Goldberg On Leadership)

Technology & TelecomOpinion

Create and support the parts of the organization that can execute and keep a sustained focus on the details. Find vendors or partners who will perform those functions. And then remember to celebrate and fete their work in parity with the brilliant idea. read more >

How to Listen (It's Not Easy) (Barry Goldberg On Leadership)

How to Listen (It's Not Easy) (Barry Goldberg On Leadership)

Banking & FinanceHealth CareLegalRestaurants & FoodTechnology & TelecomTransportationOpinion

Listening is hard. Like most things that we all do, there are levels of mastery that are only available to those who practice and train. Here then is a quick overview and some suggestions about how to become a better listener. read more >

The Business Value of Listening (Barry Goldberg On Leadership)

The Business Value of Listening (Barry Goldberg On Leadership)

Banking & FinanceHealth CareLegalRestaurants & FoodTechnology & TelecomTransportationOpinion

There are reams of articles on listening, with approaches that vary widely. Most of what is required to listen, however, is to pay attention, remove distractions and remain fully present for the work in front of us. read more >

Changing of the Guard (Barry Goldberg On Leadership)

Changing of the Guard (Barry Goldberg On Leadership)

Opinion

Last month, all over the country, we experienced a change in leadership. With the elections behind us, new leaders stepped into roles in all branches of government. As is the case with new corporate leaders, the first weeks show us a lot about how our new political leaders will lead. read more >

The Mindful Leader (Barry Goldberg On Leadership)

The Mindful Leader (Barry Goldberg On Leadership)

Opinion

Mindfulness as a leadership concept is becoming trendy. I worry when something this foundational becomes au courant, since topics that are trendy often get the inch-deep, mile-wide flavor-of-the-month treatment. The concept of mindfulness is centuries old. It is one of those few meta-skills that impact all other leadership capacities. And for most of us, it is a lifetime's work. read more >

What's Your Story? (Barry Goldberg On Leadership)

What's Your Story? (Barry Goldberg On Leadership)

Opinion

If you could, like Shakespeare's Henry V, walk anonymously in the hallways and meeting rooms of your business, what stories would you hear? Are they focused on historical challenges or on where the company is headed? Are they stories about what the organization can create or on limitations and problems from historical habits or even failures? read more >

It Is What It Is … Today (Barry Goldberg On Leadership)

It Is What It Is … Today (Barry Goldberg On Leadership)

Opinion

The phrase “Up Until Now” (UUN) is almost an incantation for creating accountability. It is a small but very powerful reframing that reminds any leader that he or she is accountable for the future the organization creates for itself. It is critical for leaders to be able to assess reality honestly. If the current conditions are not good, you can either put lipstick on the pig and keep it — or find a way to actually be the catalyst for a different future. After all, that is what leadership is about. read more >

The Cost of Winning at All Costs (Barry Goldberg On Leadership)

The Cost of Winning at All Costs (Barry Goldberg On Leadership)

Opinion

For any change to happen (whether it proves positive or detrimental), some oppositional energy is required. Advocacy and debate are supposed to be a constructive process of developing the best ideas and possibilities, refined and melded into a solution. But when the debate devolves into finger-pointing and a desperate insistence on being right and even demonizing others who have a different view, we do not see those benefits. We only get the diatribe. read more >

Integrity and Courageous Authenticity (Barry Goldberg On Leadership)

Integrity and Courageous Authenticity (Barry Goldberg On Leadership)

Health CareOpinion

The capabilities most closely aligned to sustainable performance are integrity and courageous authenticity. Taken together they are the best predictors of a leader's ability to consistently get the best from an organization. They are also great examples of how not all “soft skills” are about charisma or even popularity. Each of these two capacities requires a level of focus, clarity and courage that will often create friction — especially in cultures that have been sleepy for long periods. read more >

You're Not the Boss of Me (Gwen Moritz Editor's Note)

You're Not the Boss of Me (Gwen Moritz Editor's Note)

LegalEditor's NoteOpinion

It does seem to me that having leadership skills is one of those areas in which women still have to be better than men in order to be recognized, because men can still get away with demanding followership without immediately being written off as bossy. read more >

Accountability Sans Jerkiness (Barry Goldberg On Leadership)

Accountability Sans Jerkiness (Barry Goldberg On Leadership)

Banking & FinanceHealth CareLegalRestaurants & FoodTechnology & TelecomTransportationOpinion

A CEO can delegate just about everything except culture. And every company will have a culture, whether it just happens or is implemented purposefully and continually by leadership in every decision and hire. read more >

When a Leader Screws Up (Barry Goldberg On Leadership)

When a Leader Screws Up (Barry Goldberg On Leadership)

Opinion

We all make mistakes. Some are simple and practical, but as leaders we can screw up in visible, expensive and very painful ways. I have recently had the opportunity to experience firsthand the impact of a very personal screw-up (mine, I am afraid), which took me back to some best practices I have learned over the years for dealing with mistakes. read more >