“Corporate leaders are increasingly expected to issue statements on a range of complex and often controversial political and social issues as they arise,” explains author Matthew Kohut . “As a result, chief executives run the risk of falling into the ‘talking trap,’ and thus needing to comment on every issue du jour. However, those whose only strategy is to avoid risk by saying nothing do so at their own peril.” Fortunately, Kohut’s new book, Speaking Out: The New Rules of Business Leadership Communication , details a new framework for understanding how to manage corporate communications challenges with a shared emphasis on actions and words. The book explores why and how executives speak out, and it looks at the practices many have employed to meet the moment. More specifically, you’ll read c ase studies of leaders who have spoken out and backed their words with action, and those case studies are contrasted with those of others who have had mixed records on ac...
Nearly everyone I know has shared a story about a difficult person they’ve encountered in their workplace. Experiencing difficult individuals in the workplace is common. So common that author Amy Gallo identifies eight archetypes , each representing a common type of “difficult” person likely found in most workplaces. “We might lie awake at night worrying, withdraw from work, or react in ways we later regret—rolling our eyes in a meeting, snapping at colleagues, or staying silent when we should speak up,” says Gallo. "Too often we grin and bear it as if we have no choice. Or throw up our hands because one-size-fits-all solutions haven't worked. But you can only endure so much thoughtless, irrational, or malicious behavior—there's your sanity to consider, and your career,” adds Gallo. Fortunately, Gallo shares in her new book, Getting Along , practical insights, tools, and techniques for how to get along with each type of difficult co-worker ...