Navigating the complexities of modern leadership can be daunting, but Richard Branson’s approach offers a masterclass in simplicity and impact. As the visionary founder of Virgin Group, Branson’s direct involvement and infectious enthusiasm provide invaluable lessons for any leader aiming to uplift and empower their team.
Who do you typically turn to when you have a problem with technology? The kids! Kids and teenagers embrace technology. And all leaders can follow their examples to embrace the skill of the Technology Teenager.
How can leaders change their perspective to view the relationships with their employees as transformational instead of being purely transactional? A philosopher might just have the answer!
In a world where leadership can make or break an organization, understanding the traits that define successful leaders is more vital than ever. I put together a new PDF, called “5 Leadership Hacks From the World’s Most Successful CEOs,” which offers invaluable insights distilled from the practices of renowned leaders like Richard Branson and Satya Nadella.
There’s an old saying, “Good fences make for great neighbors.” We need fences to create physical boundaries, just like we need to create mental and emotional boundaries at work and in our personal lives.
The traditional role of a middle manager has always been to link the employees on the ground floor with the senior leaders of the organization. Middle managers were the eyes, ears, and the hands of the higher ups. Meaning, they were responsible for keeping the engine running, reporting any issues, and making sure that the strategic direct of the higher-ups was being implemented.
Do you have to love your job? We often get stuck in the idea that we have to love every aspect of our job. So when we hit frustrating projects or challenging tasks, we feel beaten down. But that’s natural.
Strengthen your organization by fostering resilience, accountability, and growth instead of simply meeting Gen Z’s demands
After a recent talk I gave to an organization, I had lunch with the CEO to talk about leadership and some of the things she was focusing on and struggling with. She recently took over as CEO and was working on changing the corporate culture where employees could speak up, share ideas, and feel like they weren’t working in such a strict hierarchy.
We’ve been attracting and retaining talent the wrong way for decades. Traditionally, we entice prospective employees with stories about what it’s like to work for our company. We share perks and promises to get them to accept the job. No one starts out hating their job. New employees are excited to jump in and work for the company.
