All in Leadership
When someone talks about a meeting they’ve attended, or recounts a conversation they’ve had, they’ll often say something like, “At that point, I stopped talking for a moment. It was good to catch my breath and rest for a bit.” It’s an interesting comment, because it creates the impression that talking involves more effort than listening.
The two most valuable tools for fostering the growth of others are questions and listening.
Defining your competence and how you are going to differentiate your company is the single most important strategic decision you will make. Why is a customer going to do business with you versus one of your competitors?
The big deal about change is usually not about strategy or structure or systems. All of those things are, of course, important. But the core of it all is feelings. In the world of human commerce, nothing changes unless and until people’s behaviors change
These days, it’s impossible to walk down the street without experiencing the power of influence.
As leaders, we get the behavior we tolerate. When it comes to holding people accountable, we are often our own worst enemy. We accept excuses that sound logical even when we know better.
