Tag Archives: Human Resources

8 Qualities That Make Leaders Memorable

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by Glenn Llopis

 

 

 

Memorable-LeadershipLeaders that strive to be significant seek to create the greatest impact and influence. These are the types of leaders that we value the most; inspired by their courage and resiliency, we seek to emulate them. They are the most respected.  Leaders that are self-aware, are clear about their identity and expectations, have the backs of others and can be trusted – they are the ones we instinctively gravitate towards. These are the leaders that are rare to find and will not soon be forgotten by their colleagues and the organizations they serve. These are the leaders that can get the most out of very little, are grateful for the opportunity to lead, and always treat others like family. Continue reading →

Motivating People to Perform at Their Peak

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80-art-markman  by Art Markman

 

Almost all decisions, big and small, are choices between exploring new possibilities and exploiting old ones. When you explore, you select an option that’s unknown—or reexamine one that wasn’t optimal in the past to get new information about it. When you exploit, you choose something that’s yielded good results before, believing it will do so again.

Of course, the known course is safer. But if the newer, riskier one works out, chances are it will also pay off more handsomely. Continue reading →

7 Things You Should Expect From Your Leaders In 2014

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Glenn Llopisby Glenn Llopis

Employees expect a lot from their leaders and when they don’t get what they expect they begin to lose trust and respect for their leader.   As the workplace continues to transition from a knowledge to a wisdom-based environment, the requirements for great leadership are changing.  For example, leaders must have greater emotional intelligence so they can connect more intuitively with their employees.   They must become better listeners, opportunity enablers and exceptional coaches.  Because employees are in search for high-trust relationships, leaders must be more instinctually connected with their employees and this requires them to be more self-aware about how their overall behavior and the example they set impacts the performance of others. Continue reading →

Would You Play Golf on a Weekday Afternoon?

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80-karen-firestoneby Karen Firestone

Last summer, I was invited by a few friends to meet at 4 o’clock on a weekday to play a few holes of golf on a sunny afternoon.   As I got out of my car, a guy I know waved and said, “Hey, great to see you, but don’t you still work?”  (Yes.) Over on the driving range, another man I’ve known for years, came by and said, “So, you’ve finally decided to retire?”   (No.)

Since this was the first time in memory that I had left the office early (and it wasn’t even that early) for a fun activity, I wasn’t used to these questions. I realized, of course, that both men were professionals, as were most people on the golf course that weekday afternoon, and no one was asking them if they still were employed.  So why did they ask me? Continue reading →

The Focused Leader

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by Daniel Goleman

A primary task of leadership is to direct attention.To do so, leaders must learn to focus their own attention. When we speak about being focused, we commonly mean thinking about one thing while filtering out distractions. But a wealth of recent research in neuroscience shows that we focus in many ways, for different purposes, drawing on different neural pathways—some of which work in concert, while others tend to stand in opposition. Continue reading →