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 >
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 >
In the end, listening became the proverbial superpower that most of us thought had the greatest impact on leadership. From a first blush perspective, this seems fairly ho-hum. After all, we listen all the time, right? read more >
As it turns out, all of Isaac Newton's laws of motion apply to human behavior — and especially to leading change. So, with apologies to the Royal Society of London for Improving Natural Knowledge, of which Sir Isaac was a member, here is my spin on Newton's three laws of motion as they apply to people and organizations. read more >
Here was the scene. About 250 unhappy travelers were all gathered in a crowded departure lounge. Weather and traffic snarls on the East Coast were playing havoc with getting equipment and people where they needed to be. Here are some powerful lessons in personal presence as modeled by a Delta pilot on a stormy night in Atlanta. read more >
Barry Goldberg offers seven tips on getting the most out of your business meetings. read more >
It is natural that a new CEO wants to put his or her imprimatur on the company. A bold move to let the employees and stockholders know that “I am here and I am taking the reins” is part of the modus operandi for a new leader. After all, every new alpha wants to mark the territory. read more >
A succession plan includes the development required to prepare up-and-coming talent to move into that next job. Better yet, you could expand the idea to drive a next generation of leaders at all levels of the organization. read more >
Here are three steps any business should take to focus attention on year-end sales and operations. read more >
There are often monsters lurking in the hallways, conference rooms and even the executive suites of unsuspecting businesses everywhere. So here is my mostly annual collection of corporate monsters — along with a reading suggestion for each. read more >
In most businesses, no one speaks truth to power, so imagine the value of a dozen or so peers committed to a CEO's success. read more >
An examination of Stephen Covey reveals that his progression in thinking closely mirrored his progression through life. read more >
In which I visit a dangerous mythological personality that we sometimes see in business: Orpheus. read more >
The recent drama at JP Morgan Chase has brought the subject of government regulation and oversight front and center again. read more >
As a fan of Patrick Lencioni, I have only one complaint: "The Advantage: Why Organizational Health Trumps Everything Else in Business" should have been his first book. read more >
One of the most critical and least attended factors for success - and one that can help weed out those seeds of failure early - is the difference between a dream and a vision. read more >
Great engagement goes way beyond being nice to your employees. read more >
A vibrant Executive MBA program is a critical part of a thriving regional economy. read more >
What is the No. 1 reason given in exit interviews for leaving a company? Bad boss. People leave bosses more than companies. read more >
There are times when getting groups in the same space matters, and one of the most productive of those is the off-site retreat. read more >
