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Top 5 posts of the month
Tracking the most popular posts of the year helps us continue to improve—and sparks some friendly competition between our bloggers too! Please take a minute to check out some of our most popular posts and tell us what you want to learn more about in future posts in the comments box below.
We’ve all met people (often leaders) who just seem to have that special something that distinguishes them from the crowd. And oftentimes that special something is simply…leadership presence. They look and act, and even feel confident, competent, powerful, and self-assured. They look like leaders.
I was recently coaching a leader who had the potential to do great things. I’m sure you know this type of person—smart, quick, articulate, and out to prove he is the smartest person in the room. All that was missing was a little thing called emotional intelligence. And that “little” thing was holding him back.
A popular definition for learning is “a change in behavior based upon experience.” But the problem with this definition is that managers and leaders often believe that “training” is the same as “learning.” The reality is training is only a precursor for the learning experience. Therefore experience is the key to “learning.”
It’s a powerful question that will shape and propel your leadership journey. And as you’ll see in this short video clip, over 80 women leaders at our most recent Women in Leadership Institute™ agreed to share what inspires them. Their answers confirm our efforts to advance women leaders, and to help all leaders be more inclusive.
“After an amazing Super Bowl, Pete Carroll is looking like a lot of CEOs these days,” writes Rob Pait in his insightful article titled Requiem For a Gambler: Why Pete Carroll Wasn’t Wrong.
Risk management requires leaders and managers to understand the impact of risk calculated against the opportunity at hand. So important questions to ask are: Was Coach Carroll managing a risk or was he assessing an opportunity? Was he looking at the options from a gain perspective or from a loss perspective? And how did his assumptions lead to the ill-fated option?
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