Mark Murphy , Contributor I solve the “people pain points” that keep leaders awake at night. Opinions expressed by Forbes Contributors are their own.
In the process of writing a manuscript for my first book publication, my literary agent and I are choosing publishers wisely. One promising publisher on my radar screen is Berrett-Koehler Publishers.
Leadership, at its core, is extremely simple. Yet very few people are willing to do what it takes to boil leadership down to what it really is. According to leadership expert, Jack Christianson, leadership is about relationships.
The thing I wanted more than anything "growing up" as a leader was to be unforgettable to employees--for my impact on their performance, growth, happiness, and life. Did I achieve that status for anyone at all? I can only hope so because I know the impact that unforgettable leaders in my life had.
In management theory, certain concepts from yesteryear no longer hold true. Like, for example, the idea that people must be driven to perform.
There comes a point in your career, and life, when you decide which type of leader you want to be. You can be a great leader, using your role to empower other people and create an organization that people are proud to contribute to every day.
Official transcript at http://sivers.org/ff---If you've learned a lot about leadership and making a movement, then let's watch a movement happen, start to finish, in under 3 minutes, and dissect some lessons:A leader needs the guts to stand alone and look ridiculous. But what he's doing is so simple
When poor leaders make it into the general and flag officer ranks, it can really be destructive to the military profession and unit effectiveness. It’s no different in the civilian world where people are even less likely to point out that the emperor has no clothes for fear of losing their job.
I’ve had more than twenty bosses in my career. I worked well with nearly all of them. But surprisingly, I learned the most from the worst ones. The truth is that most of my supervisors were average. Sadly, I really can’t remember much about them.
Are you a good leader? How do you know? In a startup culture that is obsessed with management by metrics, many founders struggle to answer this critical question about themselves. It’s tempting to measure leaders simply by the success of their businesses.
When individual contributors are tapped to manage large-scale projects, oversee direct reports, or participate in strategic planning, they need to develop new skill sets on the fly — skills such as interpersonal dexterity, emotional agility, and communication savvy.
Where do you see yourself in five years? Tell me about a time when you showed leadership. What is your biggest weakness? These are the standard questions that job candidates face during interviews. And by now, everyone also has standard answers. (“My biggest weakness? I work too hard.”)
A young friend recently remarked that the worst boss he ever had would provide him with feedback that always consisted of “You’re doing a great job.” But they both knew it wasn’t true — the organization was in disarray, turnover was excessive, and customers were not happy.
If you ever have to step up and manage people, it can be pretty difficult to figure out the best way to do it in a way that both works with your personality and gets the job done. This flowchart can help you figure out—in broad categories, of course—what type of leader you might be.
One of the most difficult transitions for leaders to make is the shift from doing to leading. As a new manager you can get away with holding on to work. Peers and bosses may even admire your willingness to keep “rolling up your sleeves” to execute tactical assignments.
Pope Francis has made no secret of his intention to radically reform the administrative structures of the Catholic church, which he regards as insular, imperious, and bureaucratic. He understands that in a hyper-kinetic world, inward-looking and self-obsessed leaders are a liability.
A rising young executive found herself strategically ousted in an internal power play. Jill had all the chops to rise to the corner office: consistent top 10% performer, hardworking, intelligent, personable, driven, multilingual, an MBA from a top-tier school.
While the popular press talks of stress as a negative to be avoided, seasoned managers know better. If you’re trying to drum up new business, get a customer’s order out on time, or hit your numbers for the quarter, a little stress goes a long way.
If you think your boss is some freak of nature and you're the luckiest person alive, I'll break it to you gently: He or she is most likely the kind of leader who demonstrates best-in-class behaviors identified in the research of those leading the most profitable companies on the planet.
The research is clear: when we choose humble, unassuming people as our leaders, the world around us becomes a better place. Humble leaders improve the performance of a company in the long run because they create more collaborative environments.
Do you ever wonder why some people succeed and others don't? We've all seen deserving people who never quite got things off the ground, and others who made it look easy. It doesn't always seem to make sense.
Each year, HBR asks 10 stars in fields outside business — whether it’s politics, sports, the arts, or competitive chess —to offer wisdom on topics of interest to our readers. Here are the highlights from the class of 2015:
We’ve all been in situations where the boss has a favorite. It’s frustrating to feel underresourced and underrecognized while someone else is getting all the attention. Ironically, though, it can be just as challenging to realize that you’re the boss’s new “pet.”
Leadership skills aren’t stagnant. Different generations moving in and out of the workforce dictate changes to the ways people lead. This is one reason leaders need to be constantly updating their skills.
A few weeks ago, we were asked to analyze a competency model for leadership development that a client had created. It was based on the idea that at different points in their development, potential leaders need to focus on excelling at different skills.
Good leaders all have one thing in common: They know how to seek advice. It's a bit like parenting. No one who raises a child for the first time understands the job perfectly. You have to keep learning and growing. These experts know the drill.
In today's business world, leaders are emerging at all ranks. The role of the leader is not exclusive to executive-level positions. But being a great leader doesn't have to mean going to management school.
Ever wonder what separates great leaders from poor leaders? Ever wonder whether you’re developing the practices and qualities of great leadership?
Every day, Chris Holmberg tries to put himself out of business. As an executive coach for nearly two decades, he’s worked with leaders of tiny startups and multinational corporations alike. But the core of his practice remains pretty counterintuitive: There’s no solution. No secret sauce.
One of the most interesting findings of a recent HBR article on team chemistry is that the types of people who become leaders within organizations are about 30% less likely than their coworkers to feel stressed out.
Everybody thinks they’re a leader – most are far from it. The harsh reality is that we live in a world awash with wannabe leaders. As much as some don’t want to admit it, not everyone can or should become a leader (my take on the born vs. made argument).
Whether you have your eye on the top of the ladder or are just focusing on the next rung, there are many ways you can grow your career. If you’re not sure what to do, here are four specific areas you can work on. You've got meetings to attend. Deadlines to meet. Errands to run.
Regardless of where you are—a new manager, a long-time boss, or an entry-level person who’s managing an intern, you can develop new skills to do a better job (and feel more confident).
With a 97 percent employee approval rating on Glassdoor, LinkedIn's Jeff Weiner has developed a reputation as one of the most beloved CEOs in the world. Inspire, empower, listen & appreciate. Practicing any one of these can improve employee engagement; mastering all four can change the game
Good leaders must be good role models, knowledgeable in their fields, and worthy of respect. There are many ways to lead, whether it's by taking on a leadership role at work, or being the captain of your sports team. Here are some tips to help you excel as a leader in any situation in life.
Taking a team from ordinary to extraordinary means understanding and embracing the difference between management and leadership. According to writer and consultant Peter Drucker, “Management is doing things right; leadership is doing the right things.”
Being a great leader is so much harder than it looks. What's difficult about leadership is that nobody ever sits you down and "teaches" you what being a real leader is all about. There's no class in early education that defines leadership.
Is it possible to be a high-standards, results-driven leader while at the same time building an engaged, fun-to-work-with team? Many people would contend that doing either of these things well makes it almost impossible to succeed at the other.
What makes an effective leader? This question is a focus of my research as an organizational scientist, executive coach, and leadership development consultant. Looking for answers, I recently completed the first round of a study of 195 leaders in 15 countries over 30 global organizations.
About six months ago I wrote and article on the 20 Habits of Highly Unsuccessful Leaders which proved to be very popular, over half a million views and shares. Which got me wondering what do people want to know most. What to do, or what not to do when it comes to leading.
It was exactly a year ago when teammates first noticed a change in Stephen Curry. The Golden State Warriors had just witnessed Kevin Durant suffer a knee injury, which immediately cast doubt on the team's chances of advancing to the NBA Finals for a third consecutive year.
Business people and business theorists love to draw distinctions between management and leadership. They tell us that “managers do things right; leaders do the right thing” and “management is administration, but leadership is innovation.”
In a utopian corporate world, managers lavish a constant stream of feedback on their direct reports. This is necessary, the thinking goes, because organizations and responsibilities are changing rapidly, requiring employees to constantly upgrade their skills.
No matter how much the world changes, there will be timeless truths about the best way to lead others to success. Self-made industrialist Andrew Carnegie was the wealthiest man on the planet in the early 20th century and was a student of what it takes to achieve greatness.
Nobody ever said that being a leader would be easy. If you've taken more than a couple of steps down the path, you know that leadership comes with challenges and complications at every stage.
Even the most sophisticated psychometrics and people analytics have yet to make leadership development more science than art. Competence, character, creativity, and charisma remain difficult qualities to quantify, let alone cultivate. Growing effective leaders is challenging work.
The CEO sitting across from me is explaining how he and the other executives of a telecommunications firm were caught off guard by a new technology that disrupted the firm’s business. “We did not see WhatsApp coming,” he says, shaking his head.
Leadfully (a service of SYPartners) recently published this Q&A about my work helping CEOs and leadership teams achieve better results through strategic storytelling. I’m reposting it here with their permission. RASKIN: Leadership is the art of inspiring others to make a story come true.
In study after study, strategic thinkers are found to be among the most highly effective leaders. And while there is an abundance of courses, books, articles and opinions on the process of strategic planning, the focus is typically on an isolated process that might happen once or twice per year.
You have awesome engineers, and they want to advance in their career. Their team is growing because of advancements they've made, and you want to recognize the work they've done with something.
Whether you're managing an intern or running an entire business, your employees' success (and your own skin) depends on your leadership. Thankfully, the solution for motivating your team and squashing any issues is right at the tip of your tongue.
Can a large incumbent company rediscover how to act like an agile start-up? Behaving like an agile start-up implies speed, a sharply defined mission, and a deep understanding of customers.
Too many business leaders today are out of touch with the employees they lead. Edelman estimates that one in three employees doesn’t trust their employer — despite the fact that billions are spent every year on leadership development.
You’ve gone beyond proving that you’re a star in your field. You survived grad school (although exams and student loans may still cause night terrors), advanced in your career and have notable achievements under your belt.
When good leadership is in place in a company, it can be felt throughout the entire organization. With good leadership, corporate culture isn’t forced, it is developed. Communication is daily and open.
When I first became a manager — an unexpected promotion soon after taking a new job — I found myself feeling awkward about the fact that I had been elevated above my peers. Still, my team was in the middle of a complex first-time project, so I wanted to impress my boss with my handling of it.
People usually get promotions because of their outstanding achievements and success. But most good leaders realize a strange paradox while climbing the career ladder. As Sarah Thompson, CEO of global advertising firm Droga5, tells the New York Times: “There’s less glory the more senior you get.
If many of Uber's high-profile problems -- the sexual harassment claims, the bullying, the intellectual property lawsuit -- are attributable to former leader Travis Kalanick's brash take-no-prisoners, admit-no-errors leadership style, then the company's newly named CEO, Dara Khosrowshahi, might be j
It takes great leadership style to build great teams. The best leaders have distinctive leadership styles and are not afraid to make the difficult decisions.
Can you imagine working for someone in a high-level leadership role, perhaps a CEO, and suddenly it dawns on you: This person isn't leadership caliber. Your next thought may be, How in the world did he (or she) make it this far up the ladder?
Much has been written on a leader’s role in motivating, engaging, and bringing out the best in others. Yet research suggests there is still much more that could be done.
Too many managers avoid giving any kind of feedback, regardless of whether it’s positive or negative. If you work for a boss who doesn’t provide feedback, it’s easy to feel rudderless.
Research shows that employees dislike their jobs, don’t trust their leaders, and aren’t engaged. If you’re a leader — or aspiring to be one — you should be frightened.
Want to do something that will launch you into the new era of HR? Get rid of your exit interviews and replace them with "stay interviews."
Very few people know their own leadership style -- or strengths and weaknesses, for that matter. But that's a mistake. From leading a company to hiring workers, you necessarily must know what you're good at and what, if anything, you need help with to properly meet your company's goals.
Everyone has a great boss story. Mine takes me back to 2005. I reported to an executive in a midsize hospital in Los Angeles. To this day, Bruce is my favorite boss because of his servant-leadership style. For example:
Leaders need to show more composure than ever before in the workplace. With the change management requirements, increased marketplace demands and intensifying competitive factors that surround us, leaders must have greater poise, agility and patience to minimize the impact of uncertainty.
Editor’s note: Scott Weiss is a partner at Andreessen Horowitz and the former co-founder and CEO of IronPort Systems, which was acquired by Cisco in 2007. Follow him on his blog or on Twitter.