‘Where Great Companies Find Lasting Success’

by Bright Osadiaye, posted in Health & Well-Being, Improve Academy, Leadership, Management, Personal Development, Workplace Learning
Photo by Vlada Karpovich on Pexels.com

‘Trust is the bedrock of innovation, because ideas can’t be forcibly pulled from people’s heads.’

‘Smart leaders think laterally. They love to learn from innovative thinkers in different industries.’

‘Smart companies build alliances with other smart companies. They’re known by the company they keep.’

‘Trust, more than pay or perks, is the secret to making a best-places-to-work list.’

‘Smart companies encourage people to talk about their mistakes and what they learned along the way.’

‘Teams, even in large companies, tend to perform best when they’re at their leanest- eight to twelve people.’

‘Teams, when small, can move faster. Team members will sacrifice for other team members at a smaller size, but not at a larger size.’

‘Trust is easily destroyed by executive hypocrisy.’

‘Taste is more than design. It’s a sensibility that appeals to the deepest part of ourselves.’

‘Taste need not be original. It often borrows from successful products and services of the past.’

‘Taste is not the result of random genius. It takes hard work, discipline, and patience.’

‘Taste signals the deep intelligence of a product or service. Most customers will pay more to feel smart.’

Source

Rich Karlgaard (2014). The Soft Edge: Where Great Companies Find Lasting Success

‘Stronger Through Adversity’

by Bright Osadiaye, posted in Health & Well-Being, Improve Academy, Leadership, Management, Personal Development, Workplace Learning
Photo by Caroline Martins on Pexels.com

‘Crises activate leaders to address seemingly endless organizational threats and opportunities. Unfortunately, leaders can become so absorbed in crisis management that they neglect their well-being.’

‘Self-care is fundamental to self-leadership, and self-leadership is fundamental to leading others.’

‘Seeking input and assistance can serve to break through a leader’s sense of isolation.’

‘By establishing constructive leadership alliances and leveraging them within or across industries, you are likely to garner support, share data, offer analyses, contribute ideas, and think deeper.’

‘The job of a leader, in crisis and calm, is to offer team members tools and support that enables them to take action whenever and wherever possible.’

‘In crises, leaders are well-served to increase informal listening … to assess the status, fears, attitudes, and behaviors of those they serve.’

‘Listening is the heart of leadership.’

‘Leaders typically respond to crises by sharing information that provides a more comprehensive picture of evolving circumstances, even if some of what they share might be alarming.’

‘Despite pressure to have all the answers, no leader can live up to that expectation or offer gurantees in an environment of unrelenting change.’

‘Crisis communication should be purposeful, well-timed, congruent, and relevant to the intended audience.’

‘In times of crisis, leaders have to be especially careful with the words they choose and respect the power of their communication.’

Source

Joseph A. Michelli (2021). Stronger Through Adversity: World-Class Leaders Share Pandemic-Tested Lessons on Thriving During the Toughest Challenges