Eric Jacobson On Management And Leadership

In his book,  The Responsible Leader ,  Tim Richardson  explains that to create a  high-performance culture , you need to  plan and prepare  for the following moments to ensure the conversations surrounding them are both meaningful and intentional: recruitment and induction of new team members performance management discussions promotion interviews and talent management discussions coaching discussions customer sales presentations handling customer complaints and problems briefings to the press, analysts and wider market senior leaders' contact with, and briefings to, teams across the organization internal presentations with executive committees team meetings and management meetings Richardson's advice to  improve the quality of these conversations  is to consider: How clear is the principal message for the conversation?  How can you ensure that the content of the discussion is focused on the key message(s)? How can you ...

In his book,  The Responsible Leader ,  Tim Richardson  explains that to create a  high-performance culture , you need to  plan and prepare  for the following moments to ensure the conversations surrounding them are both meaningful and intentional: recruitment and induction of new team members performance management discussions promotion interviews and talent management discussions coaching discussions customer sales presentations handling customer complaints and problems briefings to the press, analysts and wider market senior leaders' contact with, and briefings to, teams across the organization internal presentations with executive committees team meetings and management meetings Richardson's advice to  improve the quality of these conversations  is to consider: How clear is the principal message for the conversation?  How can you ensure that the content of the discussion is focused on the key message(s)? How can you ...

Tim Richardson  offers this great advice from  his book  on how to be a  responsible leader : The responsible leader sees things as interconnected and interdependent. The responsible leader is both future focused and grounded firmly in the present, the here and now, and the practical on-the-ground impact of actions. Responsible leadership is about connecting at a deeper level with stakeholders - at the soul, story and heritage level that provides meaning for staff teams, communities and customers. The narrative is aligned with the vision across the wider organizational system through a culture that the leader role models wholeheartedly and authentically, often at considerable personal risk. Responsible leaders know who they are, what they stand for, and are not afraid to step forward, even at personal risk. They are passionate and can inspire others through their personal energy, commitment and sense of purpose.

Tim Richardson offers this great advice from his book on how to be a responsible leader : The responsible leader sees things as interconnected and interdependent. The responsible leader is both future focused and grounded firmly in the present, the here and now, and the practical on-the-ground impact of actions. Responsible leadership is about connecting at a deeper level with stakeholders - at the soul, story and heritage level that provides meaning for staff teams, communities and customers. The narrative is aligned with the vision across the wider organizational system through a culture that the leader role models wholeheartedly and authentically, often at considerable personal risk. Responsible leaders know who they are, what they stand for, and are not afraid to step forward, even at personal risk. They are passionate and can inspire others through their personal energy, commitment and sense of purpose.

In his new book, The Responsible Leader , Tim Richardson explains that to create a high-performance culture , you need to plan and prepare for the following moments to ensure the conversations surrounding them are both meaningful and intentional: recruitment and induction of new team members performance management discussions promotion interviews and talent management discussions coaching discussions customer sales presentations handling customer complaints and problems briefings to the press, analysts and wider market senior leaders' contact with, and briefings to, teams across the organization internal presentations with executive committees team meetings and management meetings Richardson's advice to improve the quality of these conversations is to consider: How clear is the principal message for the conversation?  How can you ensure that the content of the discussion is focused on the key message(s)? How can you ensure the quality of the listening ...