Date of Interview: 1st Feb 2015
Mark Sainsbury talks with Harold Hillman on performance anxiety in the work place. Harold Hillman is a managing director of Sigmoid Consulting, leadership coach and author. His website is www.sigmoidcurve.com and his twitter handle is twitter handle is @DrHaroldHillman
Mark Sainsbury and Dr Harold Hillman talk about their most hated buzzwords. Harold Hillman is the managing director of Sigmoid Consulting, leadership coach and author. His website is www.sigmoidcurve.com and his twitter handle is twitter handle is @DrHaroldHillman
Interview Date: 8 March 2015
Key Points: 1) Much of leaders’ effectiveness has to do with their level of self-mastery. 2) Flow is a combination of physical, mental, and emotional factors. 3) We learn our behaviours from others, and they learn their behaviours from us.
Increasingly, large organizations are finding their competitive landscape changing so quickly that they’re unable to respond fast enough to survive and thrive. Most mature organizations have a built-in tendency to kill off anything agile, innovative, and entrepreneurial — which often is exactly what’s needed to stay ahead of today’s ever-increasing pace of change in the market…
If your industry is changing rapidly, you can’t afford to miss this episode. Tuck Rickards, Managing Director of Russell Reynolds, reveals: The 2 characteristics that are possessed by every disruptive founder; what’s truly predictive of success in the interview process; and how to know when it’s time to step aside & make room for your successor.
A lot of leaders never take succession planning seriously because they feel like they either don’t need it or know where to start. Today, how to start with succession planning.
BNI requires that all its officers attend leadership team training, which is generally offered one or two months a year. Members have sometimes suggested that the training not be required for committee members, in order to widen the pool for future candidates.
Robert Kegan and Lisa Lahey, both of Harvard, discuss what they’ve learned from studying radically transparent organizations where people at all levels of the hierarchy get candid feedback, show vulnerability, and grow on the job.
Three basic truths about personal growth: 1. My growth determines who I am, 2. Who I am determines who I attract, 3. Who I attract determines my success.
If you are procrastinating on a project it’s because you haven’t fully sold yourself on your ideas. Selling yourself is all about being fully committed. It’s about diving in with both feet. In this episode, you will learn the three major steps to help you get sold on your own ideas and commitments.
In episode 12, John interviews guest/panellist of Hire up, Craig Juengling, PCC. Craig explains, if you want to distinguish your company in the marketplace, build a hugely profitable business and become that 800 pound gorilla, you simply must create an environment where your employees are actively engaged in your company’s success.
This week’s episode of The Rebel Leader is with Kevin Jones, an expert practitioner of sincere employee engagement. As you listen, you’ll quickly learn: Kevin walks the talk. In fact, he’s helped clients from the newest start-up to NASA get their employees more emotionally invested in the company mission so they can truly impact the bottom line. On this episode, he discusses how to engage with employees the right way, without coming across as manipulative and self-serving.
What are the top virtues of a great team player? Best-selling author Patrick Lencioni joins us to talk about the three qualities that every awesome team member exhibits and how to identify, hire, and develop ideal team players in any kind of organization.
If you work in an organization, whether it's a company, a non-profit, a school district... you've seen this movie before!: someone someplace in your organization is doing amazing things - productive and disruptive, innovative and inspiring... and yet, the awesomeness doesn't spread - the principles and practices just sit there and never leap from the few to the many. It's the problem of scale - it's one of the most vexing problems in organisations and nobody, it seems, has ever fashioned a comprehensive approach to dealing with it! Until now.
In this episode of "What's the Big Idea?" Jeremy Heimans, chief executive of the movement-organizing group Purpose and co-author, with Henry Timms of 92nd Street Y, of the recent Harvard Business Review article “Understanding 'New Power,'” discusses the mass-participation and technology-based organization that drive the success of groups like Kiva and Wefunder.
When an organization needs an ability to improve a given business function, it invests and focuses on developing it. What about Leadership? Isn't it one of the most critical capability it must develop? It would require to develop a pipeline of promising talent, establish a culture of leadership, define processes that would provide ongoing opportunities to practice those skills, and innovate in this discipline. Where are we when it comes to building leadership as an organizational capability?
