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Leading the Unleadable:
If you are keeping your top talent, it is likely that you are creating an environment in which they thrive.
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27 |
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Leading the Unleadable:
Exceptional leadership calls for exceptional measures that go beyond the simple measures of profit or on-time delivery.
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27 |
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Leading the Unleadable:
…the exceptional leader is especially focused on retaining the top talent at organizations.
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27 |
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Leading the Unleadable:
Constructive conflict builds on ideas and will actually build more trust between people. Constructive conflict creates energy, passion, and greater belief in the team.
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28 |
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Leading the Unleadable:
Truly, the best measure of exceptional leadership is seeing the people who have learned from that leader.
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29 |
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Leading the Unleadable:
When you have a difficult employee who is challenging you, learn to relish this as an opportunity to grow others and yourself in the process.
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31 |
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Leading the Unleadable:
Only by leading your unleadable self can you then prepare to lead the unleadable.
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31 |
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Leading the Unleadable:
To be able to best manager the mavericks, cynics, divas and other difficult people and situations, we have to first change our frames of reference in how we think about them.
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34 |
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Leading the Unleadable:
…as in nature, the diversity of culture is a rich, textured tapestry of where we have all come from with our unique backgrounds.
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34 |
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Leading the Unleadable:
Exceptional leaders know that when encountering some behavior or action that appears unacceptable, their first thought should be to wonder what they don’t understand about the person and the communication process.
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35 |
