It’s easy to lead when conditions are great. Business is booming, salaries are competitive, and bonuses are generous. Executives praise their teams, and a winning attitude permeates the culture. But those who understand the cyclical nature of business know that peaks
No matter when you read this, something going on in the country or the world today is having a negative impact on your employees. From mass shootings to economic instability to the fear of losing rights once thought permanent… this
Lessons from a Forty-Year Friendship It doesn’t have to be lonely at the top. And it shouldn’t be. For leaders to successfully model and coach good interpersonal behavior, they have to engage in it. That’s not always easy. Numerous studies and
5 Keys to Cultivating Culture Anywhere Gift-wrapping a colleague’s cubicle on their birthday. Presenting an official key on the first day of work. Touching a sculpture in the lobby for good luck. These are all examples of office-based traditions that employees –
Everyone knows a manager who excelled at all the technical aspects of their job and was promoted based on that success. But soon comes the realization, either by colleagues or to themselves: what got them here won’t keep them here.
Whether you are currently serving in a management or executive role for your company, you are new to a leadership role, or you aspire to be in one, performing your existing job duties well isn’t enough. For leaders to successfully
There’s a lot of chatter about authenticity at work. Some companies place great emphasis on enabling authenticity under the same umbrella as supporting diversity, equity, and inclusion (DEI) efforts. Some studies show that employees who feel they can be “real”
Fear, doubt, feeling out of touch with colleagues. These are just some of the challenges executive coaches and former colleagues Charles Story and Richard A. Smith have addressed in their more than a half-century of combined experience working with, and
Executive Coaches Charles Story and Richard A. Smith have more than a half-century of combined experience working with, and serving as, executive leaders. They met in 1995 at INROADS, the organization dedicated to cultivating diverse managerial talent, where Charles was
Employees require more feedback. Constituent demands are greater. Organizations are adapting to new versions of normal. Employees are tackling additional responsibilities. Also, water is wet. Although the circumstances of what is keeping us busy and how we work may change, the