Eric Jacobson On Management And Leadership

Having a mentor is one of the best things you can do to advance your career as a leader. So, decide soon to secure a mentor who will work with you during 2025. Make that one of your New Year’s resolutions. A mentor can benefit leaders new to their leadership role and they can benefit experienced and seasoned leaders, as well. A strong mentoring relationship allows the mentor and the mentee to develop new skills and talents, to build confidence, and to build self-awareness. Proper mentoring takes a commitment from both parties and it takes time to develop and to reap the rewards of the relationship. Plan to work with your mentor for no less than three months, and ideally for six months or longer. When seeking out a mentor, think about these questions : 1.  Will the relationship have good personal chemistry? 2.  Can this person guide me, particularly in the areas where I am weakest? 3.  Will this person take a genuine interest in me? 4.  Does this person have the traits and skills I want

In  Paul Falcone ’s book,  75 Ways For Managers To Hire, Develop And Keep Great Employees , he recommends asking new employees the following questions 30, 60 and 90 days after they were hired:   30-Day One-on-One Follow-Up Questions Why do you think we selected you as an employee? What do you like about the job and the organization so far? What’s been going well? What are the highlights of your experiences so far? Why? Tell me what you don’t understand about your job and about our organization now that you’ve had a month to roll up your sleeves and get your hands dirty. Have you faced any unforeseen surprises since joining us that you weren’t expecting?   60-Day One-on-One Follow-Up Questions Do you have enough, too much or too little time to do your work? Do you have access to the appropriate tools and resources? Do you feel you have been sufficiently trained in all aspects of your job to perform at a high level? How do you see your job relating to the organization’s mission and visio

Today’s leaders navigate an increasingly complex and volatile world that changes by the minute, facing uncharted forces from AI-driven disruption to talent scarcity and geopolitical risk. Yet we often overestimate the risks of bold decisions and underestimate the downside of standing still.   More specifically, according to Hack Future Lab :   93% of leaders expect significant AI-driven disruption over the next five years, but only 27% have the right mindsets and capabilities to respond.   81% of leaders agree that they feel overwhelmed by the speed and scale of business disruption.   77% of leaders believe that their organizations suffer from talent-crushing bureaucracy.   64% of leaders agree that their future readiness muscle is an obstacle to boldly seizing the future.   59% of leaders agree their organizations prioritize control and efficiency instead of agility and intelligence.   51% of leaders agree they don’t have enough time in their day to achieve t

  The new book, The Journey of Leadership , brings the experience of one of the world’s most influential consulting firms ( McKinsey & Compan y ) right to your fingertips.   “We offer in this book a step-by-step approach for leaders to reinvent themselves both professionally and personally,” explain co-authors Dana Maor , Hans-Werner Kaas , Kurt Strovink and Ramesh Srinivasan .   This book includes revealing lessons from McKinsey & Company’s legendary CEO leadership program, The Bower Forum , which has counseled more than five hundred global CEOs over the past decade.   The authors assert that if you are a traditional left-brained leader who’s great at numbers, planning and scheduling, your job might be threatened in the future. “Going forward, the differentiating factor will be human leadership that gives people a sense of purpose and inspires them, and that cares about who they are and what they’re thinking and feeling.”   As you read the book, you’ll discove

  Anne Chow ’s new book, Lead Bigger , is about “where it all comes together.” By that, she means: Being driven by a compelling purpose and values, which are not platitudes, but rather lived. The goals are better decisions, improved performance, and ultimately a greater impact. Impact means you have the power to make real and enduring change for the better. Widening your perspective to have a greater performance and impact. Advancing work that matters. Developing a vital, innovative workforce that is both trusted and agile. Championing flexibility by embracing trust and empowerment for individuals, teams, and leaders alike.   Drawing from over three decades of experience, former CEO of AT&T Business Chow shares that leading bigger also means:   Embracing the whole of your team beyond the workplace : Seeing the value and potential of each individual—in the context of not only their work, but also their life.   Engaging in self-reflection : Demonstrating self-awareness and hu

A few years ago, I named David Grossman ’s book, Heart First , as the best new leadership book for 2021 .  So, you can imagine how excited I am to learn that Grossman just published the second edition of the book, titled Heart First: What Exceptional Leaders Do in Extraordinary Times .  This updated version is for leaders at all levels who are seeking critical insights for guiding their organizations through a pivotal time of change and complexity for companies today.  Defining “ Heart First Leadership ,” Grossman explains that it is “all about championing empathy, humanity, and authenticity to build stronger, more trusting relationships and a thriving, purpose-driven organization.” The book features:  Proven best practices in leadership today. Guest columns from a variety of senior leaders (AKA “Change Makers”). Access to actionable tools for direct practice (exclusive access download). Clear situational guidance for high-impact communication. Contemporary real-world examples