Eric Jacobson On Management And Leadership

Bruce Tulgan ’s book,  The Art of Being Indispensable at Work   is   all about  how to win influence, beat overcommitment, and get the right things done in your workplace .   Tulgan says that what truly sets “go-to people” apart is how they think and what they do, including:   They understand the peculiar mathematics of real influence  – doing the right thing for the long term. They lead from wherever they are  – going vertically before going sideways (or diagonally). They know when to say no and how to say yes . They work smart  – creating checklists, step-by-step instructions, and professionalizing everything they do. They finish what they start . They get better and better at working together . They promote “go-to-ism”  – finding other indispensable people throughout the organization and building new go-to people whenever there’s a chance to do so.   Other  characteristics of indispensable people , are:   Maintaining a positive attitude Doubling down on hard work Taking personal res

  Those who lead with heart consistently have discussions with their teams about their unexpressed needs, fears, desires, gifts, and sense of purpose , explain the authors of the timely and compelling new book, Leading With Heart .   CEO coaches and authors John Baird and Edward Sullivan share that anyone can learn how to make an authentic connection with their teams in order to drive better outcomes. And their book provides readers clear and practical insights to help them succeed in making those connections. Be sure to read the highlighted key principles and takeaways at the end of every chapter.   Baird and Sullivan further share that since 2020, over 40 million Americans have left their jobs. Feeling disrespected was cited by 57% of those who left as the reason. Workers today want to feel seen and appreciated for who they are. That’s why companies with the best retention, morale, and productivity are led by leaders with heart.   As Alexander Den Heijer said, “ When a

The key takeaway from the book,   CEO Excellence: The Six Mindsets That Distinguish The Best Leaders From The Rest , is the best CEOs think and act differently than the rest across each of   six key CEO responsibilities , including:  Setting the direction  (vision, strategy, resource allocation) Aligning the organization  (culture, organization design, talent) Mobilizing through leaders  (composition, teamwork, operating rhythm) Engaging the board  (relationships, capabilities, meetings) Connecting with stakeholders  (social purpose, interaction, moments of truth) Managing personal effectiveness  (time and energy, leadership model, perspective)  Starting with a pool of more than 2,400 corporate leaders, McKinsey & Company senior partners and authors  Carolyn Dewar ,  Scott Keller , and  Vik Malhotra  extensively screened the group to identify the elite core, then sat down with 67 of them for multiple hours to talk about their methods.  “Despite their different approaches, every CEO

A lot of companies struggle when creating their mission statement. Author  Peter F. Drucker  provides the following good advice in one of my favorite book's of his,  The Five Most Important Questions You Will Ever Ask About Your Organization : Every mission statement has to reflect three things : Opportunities Competence Commitment In other words, he explains: What is our purpose? Why do we do what we do? What, in the end, do we want to be remembered for? How well does your mission statement meet Drucker's recommended three requirements?

Bill Berman  and  George Bradt , authors of the book,  Influence and Impact , explain the importance of helping your employees to understand what their jobs entails, and what the culture expects, so they can do the work you need from them the most.  More importantly, they say that it is better for you as a leader to  coach employees rather than supervise  them. And, as you coach, they recommend you:  Ensure the employee fully understands their job responsibilities. Pave the way for the employee to be successful. Given them the time, resources and encouragement they will need. Help them know themselves better. Consider a personality assessment by a trained evaluator so they understand their styles and preferences. Help them know the business. Ensure they know the organization’s mission, vision and purpose, business strategies and cultural norms. Help them know you. Help them to really understand what you really need from them to make you and the organization successful. Help them know t

“By 2025, experts predict that Millennials and Generation Z will make up the majority of the world’s workforce. They are two of the most populous generations on earth, and they’re going to have to navigate a work world full of unprecedented challenges,” explains  Mark Zides , author of the book,  The #PACE Process For Early Career Success .   He adds, “The career landscape is rockier than ever, and navigating it takes more than just a résumé to find a perfect job.  The # PACE  Process for Early Career Success  book is designed to help readers unlock the mindset, traits, and techniques needed to  P lan,  A pply for,  C ommit to, and  E xplore an ideal career path.”  “Whether you plan to enter the corporate world, join a startup, or start your own business, you will learn how to:  build a network master interviewing skills leverage your personal brand move on to your next opportunity when the timing is right  Leveraging more than twenty years of experience as an entrepreneur, businessper

“Putting people first and delivering results are  not  two separate goals,” according to the book,  The Double Bottom Line . “Rather, a strong focus on people drives strong results, creating the double bottom line,” adds author  Donato Tramuto  (with  Tami Booth Corwin). Tramuto's findings are based on decades of experience, numerous studies, original qualitative research of 1,500 participants, and in-depth interviews with nearly 40 successful leaders who practice compassionate leadership.   “Research reveals that most leaders have an innate desire to be compassionate, but many don’t know how to put it into practice,” adds Tramuto. The Double Bottom Line  defines  compassionate leadership  as:  Listening to others’ challenges, needs, or problems, having empathy for them and then actually doing something about it.  Additionally, where  empathy  is the ability to think about and feel for another person’s problems, suffering, or experience. And, where  compassion , on the other hand,

"Questions help us break down barriers, discover secrets, solve puzzles, and imagine new ways of doing things, But few of us know  how  to question in a methodical way," explains  Frank Sesno , Emmy-award-winning journalist, and author of the book,  Ask More . Sesno's book teaches readers how the power of questions: Opens doors Uncovers Solutions Sparks Change More specifically, he reveals: The power and payoff of targeted  diagnostic  questions. How  strategic  questions can ease the hardest decisions and support triumphant outcomes. How and when to use  empathy  questions. How asking  creativity  questions help to get people to imagine, set their sights high and soar above failure. And, "when a leader fails to know where he/she is going, refuses to listen to what he/she doesn't want to hear, or relies on faulty information, bad things happen," adds Sesno. Frank Sesno Sesno also shares that some questions work best when they don't end in a question mark