Eric Jacobson On Management And Leadership

  “To be most effective in today’s environment, leaders must be human leaders. Human leaders must be able to lead not only with their heads but also with their hearts and souls,” says veteran executive coach Hortense le Gentil , author of the new book, The Unlocked Leader: Dare to Free Your Own Voice, Lead with Empathy, and Shine Your Light in the World .  She adds, “In addition to being respected, seen, and valued, employees also seek leaders who feel human, not distant and perfect beings with whom they can’t connect.”  Additionally, leaders need to put the collective interest before their own and work hard to make other people’s good ideas happen.  “And although the book focuses on leadership at work, each of us is a complete individual, not a sum of separate, isolated parts. As such, the process presented in the book applies to all areas of your life,” shares the author.  She further explains that becoming a human leader is a journey, not a destination. Accordingly, the boo

“Given the research-validated outcomes and demonstrated financial impact belonging offers, organizations should make cultivating belonging a personal leadership imperative across the world,” says Brad Deutser , author of the new book, Belonging Rules: Five Crucial Actions That Build Unity and Foster Performance .   Furthermore, belonging predicts job satisfaction, engagement, and effort over and above employee’s perceptions of organizational culture or strategy, explains Deutser.   So, what exactly is belonging? It’s:   Belonging is where we hold space for something of shared importance. It is where we come together on values, purpose, and identity; a space of acceptance where agreement is not required but a shared framework is understood; where there is an invitation into the space; and intentional choice to take part in; something vital to a sense of connection, security and acceptance.   As you read the book, you’ll discover vital information about the five Belonging Rules :

In Dream Big and Win , author Liz Elting shares the lessons she learned ― both the successes and failures ― while building a billion-dollar company from scratch. She explains why you need not only passion and purpose to win big, but also: a willingness to take decisive action grit sweat equity determination positive attitude Elting’s fascinating story began with her entirely self-funded business launch that started in a dorm room. By possessing a disciplined set of principles and focusing on carefully developing her leadership skills throughout the process, she was able to achieve her goal of becoming #1 in the translation market that was already dominated by established competitors. Today, Elting is the Founder and CEO of The Elizabeth Elting Foundation, which creates scholarship opportunities for entrepreneurial young women, funds exciting women-led startups and social businesses, and supports women-led organizations that foster women’s success through educational prog

Today's great leadership advice comes from the recently released book, Thrive With A Hybrid Workplace , by Felice B. Ekelman, JD and Julie P. Kantor, PhD . They explain that: " Leaders need to facilitate connections with their teams . Two parallel tracks are operating: the work track and the personal track. Bosses who only focus on getting the work done generally have teams with poor morale, limited engagement, higher absenteeism, and the like.  Leaders who build interpersonal glue have happier, more engaged, and more productive employees," say the authors. Therefore, they suggest you do the following to build your own interpersonal glue with your direct reports and the team at large : Create rituals at the beginning and the end of the day. Do virtual or live walk-arounds. Regularly schedule check-ins. Add additional check-ins as needed. Take a walk with an employee. Build in pre-meetings. Use ice breakers. Encourage networking. Create special-interest groups. Create a m

  For over twenty years, Dr. Behnam Tabrizi has taught organizational transformation at Stanford University in its Executive Program, which he also directs. And now he’s written, Going on Offense: A Leader’s Playbook for Perpetual Innovation .  In a seven-year study, Tabrizi found that companies that focus their energy on building a supportive, purpose-driven culture that keeps people on edge, and boldly adapts to new environments are the companies that truly excel.  “Most companies pray for one innovation to skyrocket their growth. But the secret to success for the most innovative and agile companies is not just one good idea, rather a dedication to perpetual innovation and relentless experimentation that pulses through an organization, top to bottom,” explains Tabrizi.  His new book provides an insider view into the drivers of success and challenges in 26 organizations—including industry giants like Apple, Tesla, Amazon, Microsoft, and Starbucks—along with actionable advice on

“When it comes to culture, one of the most glaring issues is that far too many leaders do not recognize it as one of their greatest competitive advantages,” says  Matt Mayberry , author of the book,  Culture Is The Way .   Mayberry, former linebacker for the Chicago Bears and now keynote speaker and global expert in leadership development, culture change, and organizational performance, took the lessons he learned on the field and in the locker room straight to the boardroom.  “Over time, I realized that the same characteristics that distinguish the best football teams are also required to succeed in business,” shares Mayberry. Those characteristics include:   A strong commitment to excellence. An emphasis on teamwork. Practicing like a champion every day. Perseverance in the face of adversity.   Other key lessons from sports coaches include these says Mayberry:   Develop a burning desire to improve culture. Generate and bring positive energy daily. Don’t just  manage  people,  coach  

“The most successful companies are those that adopt an  Experience Mindset  that strengthens  both  employee experience (EX) and customer experience (CS) at the same time,” explains  Tiffani Bova , author of the new book,  The Experience Mindset: Changing the Way You Think About Growth .   The book’s teachings are based on exclusive research from two Salesforce studies of thousands of employees and c-suite executives around the globe, and further validated by hundreds of executive conversations and other industry research.  “The needs and preferences of both customers and employees must be considered with every decision made, large and small – requiring an entirely new operating mentality,” says Bova. “To remain completive in today’s marketplace, investing in people is no longer a nice-to-have, but rather a must have.”  Bova recommends that when companies are attempting to keep up with the relentless demands of customers, that they don’t favor the customer experience over the employee

Extreme Teams  is a fascinating book by  Robert Bruce Shaw , where he takes you inside top companies and examines not just great teams (your more “conventional” teams), but extreme teams. According to Shaw,  extreme teams : View work as a calling —even an obsession. Value members’ cultural fit and ability  to collectively produce results. Pursue a limited set of vital priorities —less is more. Strive to create a culture that is at once both hard and soft  – simultaneously tough in driving for measurable results on a few highly visible targets and supportive of individuals to create an environment of collaboration, trust, and loyalty. Value conflict among team members —recognizing the benefit of being uncomfortable. Companies with extreme teams will go to great lengths to ensure that their extreme teams are well equipped to address not only the challenges of today, but also the challenges of the future.  The central questions to ask , therefore, are: What is it your team will be accompl

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

Building trust takes  energy, effort and constant attention  to how you act. To help build trust, follow these 16 tips , recommended by author  Susan H. Shearouse : Be honest Keep commitments and keep your word Avoid surprises Be consistent with your mood Be your best Demonstrate respect Listen Communicate Speak with a positive intent Admit mistakes Be willing to hear feedback Maintain confidences Get to know others Practice empathy Seek input from others Say "thank you"

Here’s another must-read book to add to your list as you transition from manager to leader. It’s  The Leap to Leader , by  Adam Bryant . As the creator of the iconic “Corner Office” column in the  New York Times , Bryant has spoken with more than a thousand leaders over the years about the challenges and nuances of leadership. Many of his discussions are included in his interview series on LinkedIn.  “The goal of this book is to provide an intensely practical guide to making that transition by sharing insights, stories, and approaches from hundreds of leaders to build the skills you will need to make the leap to leader,” explains Bryant.   He adds that the book is useful to everyone who is interested in leadership, regardless of where they are in their career.   The book covers:   The central paradox of leaders: selfless vs. self-centered. How to perfect the do-to-say ratio. Ways to navigate office politics. Tactics to making better decisions. The crucial art of compartmentalization. H