The one year anniversary nears of the horrific shooting at the Emanuel AME Church on June 17, 2015 in Charleston, SC. Along with the pain and grief, there’s been extraordinary grace and positive involvement such as the Charleston Illumination Project, which is detailed further in this
Have you ever wanted something to be soooooooo perfect that you ended up doing nothing?
Recently that’s been the situation with me and my blog. I know I need to write a post or two, yet day after day goes by and I write nothing. Zip. Nada.
That’s an outcome that gives me two gremlins to wrestle with—not having any blog posts written AND feeling bad about myself.
I finally found relief after remembering some advice Rachelle Gardner had shared with me. “To be a better writer,” Rachelle said. “Sometimes you have to kill your darlings.” I had a darling to get rid of. […]
Today’s guest “take charge” contributor is William S. Wooditch, author of Always Forward! The proceeds from his books sales are donated to the Intrepid Fallen Heroes Fund. Bill is the CEO and Founder of Think Next, Act Now!, a company engaged in the mentorship of tomorrow’s entrepreneur today!
Maybe you’re stuck in a dead-end job. Maybe you’re living what seems to be an existence without direction.
When life fails to meet expectations, it’s easy to throw up your hands or blame your woes on other people and circumstances beyond your control.
But that leads nowhere. […]
Today’s guest contributor is Richard Lindenmuth, who has walked the interim leader path more than once in multiple industries. He has over 30 years general management experience, is Chairman of the Association of Interim Executives, and author of The Outside the Box Executive.
Here’s a familiar story of late: A company’s leader has to step down, for any number of reasons, and the board of directors appoints an Interim CEO. Recent examples include United Airlines, DuPont and Twitter—where Interim CEO Jack Dorsey recently became CEO.
Let’s be clear: an interim CEO is not the same as a CEO even though there are many intersecting skills.
Today’s LeadBIG guest contributor is Parviz Firouzgar, entrepreneur, radio show host, and philanthropist who provides food, clothing, and education to needy children around the world.
It’s no surprise to some that people who dislike their boring-but-safe, 9-to-5 jobs tend to be unsatisfied and unsuccessful in their careers. I believe that’s true because the first ingredient to success is doing what you’re passionate about.
We all need money to get by, but if you ever have the opportunity to take a chance and do what you actually love, take it.
If you don’t like what you do, you will tend to have an aversion to doing what it takes to be very successful. Without passion, it’s almost impossible to distinguish yourself. If you keep your boring and safe job, you can keep your boring and safe income, but I don’t know how happy you’ll be. […]
LeadBIG is excited to have professors Rob Goffee and Gareth Jones sharing their insights on simplifying the rules with our readers today. Rob Goffee is Emeritus Professor of Organizational Behavior at London Business School. Gareth Jones is a Fellow of the Centre for Management Development at London Business School. Goffee and Jones consult to the boards of several global companies and are coauthors of Why Should Anyone Be Led by You?, Clever, and Why Should Anyone Work Here, all published by Harvard Business Review Press.
People are frustrated by what they experience as a quagmire of rules that limit their creativity and, more fundamentally, their ability to do their jobs properly. Very significantly, this frustration is shared by people outside of organizations who regularly interact with them—customers, consumers, and citizens.
An abiding characteristic of modern societies is that, as individuals, we are forced to deal with increasingly faceless organizations bound by rule systems that are stunningly apathetic to our needs. This is true of people’s interactions with energy companies, transport networks, telecom businesses, and the many state agencies with which we are obliged to do business. […]
Today’s guest contributor is Cameron Herold, an executive passionate about good meetings, educator, speaker, driving force behind the growth of 1-800-GOT-JUNK? and author of Double Double. Cameron stepped into leadership young, beginning his first business at age 21.
If that’s so, I have good news for you because it doesn’t have to be this way.
Meetings don’t have to be terrible.
This fellow isn’t alone in his doubts and frustration when first trying out this “diversity thing.” Unsure of what diversity really is but feeling internal and external pressure to have more of it, companies opt to simply define it as “making the numbers.” They then task HR with hiring more women and minorities, and that’s when their troubles begin. […]
Today’s guest contributor is Shawn Murphy, CEO and founder of Switch & Shift, an organization dedicated to the advancement of human-centered organizational practices and leadership. His book, The Optimistic Workplace, has just been released. When not consulting, Shawn can often be found in the classroom teaching, speaking to audiences, or interviewing top thought leaders on his Work That Matters podcast.
When it comes to work these days, we’re all expected to do more with less–but is this nose-to-the-grindstone philosophy the best way to run a business? Alarmingly low employee engagement numbers indicate otherwise.
So, if pushing everyone harder isn’t the path to productivity, what is?
I believe that our best work is the product of a positive environment. How it feels to work within an organization is a critical workforce development issue.
LeadBIG welcomes back guest contributor Debora McLaughlin, CEO of The Renegade Leader Coaching and Consulting Group, executive coach, and author. Debora helps women, business owners, executives, and managers ignite their inner renegade leader to unleash their full potential, drive their visions, and yield positive results both in business and in life.
That’s according to a recent report from the Harvard Business Review, which makes the case that traditional thinking – that women should be treated no differently than men in corporate settings – is both flawed and regressive.
A major point made in HBR post is that only about 20 percent of businesswomen make partner. By expecting the same performance and outcomes from women that we expect from men, the corporate world is consciously and unconsciously excluding female leadership. […]