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Patsi Krakoff, Psy. D.'s Articles

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The Brain Science of Persuasion: 7 Automatic Triggers People make two major mistakes when trying to persuade others: 1. Using the argument that would work best on themselves 2. Overestimating the power of logic and rationality Instead of researching what makes people buy or make decisions, they ask themselves, “What would motivate me to participate in this program or buy this product?” The fact is, effective persuasion skills can be learned and successfully incorporated into anyone’s communication abilities. ==== The Brain Science of Persuasion: 7 Triggers (Managing) People make two major mistakes when trying to persuade others: 1. Using the argument that would work best on themselves 2. Overestimating the power of logic and rationality Instead of researching what makes people buy or make decisions, they ask themselves, “What would motivate me to participate in this program or buy this product?” That's the wrong approach. What have the new studies of the brain taught us about the way we make decisions and are influenced? ----- The Brain Science of Persuasion: 7 Triggers (Leadership) People make two major mistakes when trying to persuade others: 1. Using the argument that would work best on themselves 2. Overestimating the power of logic and rationality Instead of researching what makes people buy or make decisions, they ask themselves, “What would motivate me to participate in this program or buy this product?” That's the wrong approach. What has the new science of brain studies taught us about the way we make decisions and are influenced? ----- The Brain Science of Persuasion: 7 Triggers (Communications) People make two major mistakes when trying to persuade others: 1. Using the argument that would work best on themselves 2. Overestimating the power of logic and rationality Instead of researching what makes people buy or make decisions, they ask themselves, “What would motivate me to participate in this program or buy this product?” That's the wrong approach. What have the new studies of the brain taught us about the way we make decisions and are influenced? ------ The Brain Science of Persuasion: 7 Triggers People make two major mistakes when trying to persuade others: 1. Using the argument that would work best on themselves 2. Overestimating the power of logic and rationality Instead of researching what makes people buy or make decisions, they ask themselves, “What would motivate me to participate in this program or buy this product?” That's the wrong approach. What have we learned from the study of the brain on how people make decisions? ==== 9 Common Delusions About High Performance (Leadership) Do you really know what contributes to your company’s high performance — or are you making assumptions based on faulty logic? It turns out that most of the data regarding why one company succeeds and another fails is rife with errors in thinking and researcher bias. ==== 9 Common Delusions About High Performance (Strategy) Do you really know what contributes to your company’s high performance — or are you making assumptions based on faulty logic? It turns out that most of the data regarding why one company succeeds and another fails is rife with errors in thinking and researcher bias. ==== 9 Common Delusions About High Performance (Change) Do you really know what contributes to your company’s high performance — or are you making assumptions based on faulty logic? It turns out that most of the data regarding why one company succeeds and another fails is rife with errors in thinking and researcher bias. ==== 9 Common Delusions About High Performance (Managing) Do you really know what contributes to your company’s high performance — or are you making assumptions based on faulty logic? It turns out that most of the data regarding why one company succeeds and another fails is rife with errors in thinking and researcher bias. ==== 9 Common Delusions About High Performance Do you really know what contributes to your company’s high performance — or are you making assumptions based on faulty logic? It turns out that most of the data regarding why one company succeeds and another fails is rife with errors in thinking and researcher bias. ==== Relax, Don't Worry: The Brain Science of Productivity (Innovation) Everyone you meet these days is overworked and out of time. In our tech-enhanced world, we have more time-saving helpers and systems than ever before. So, why isn’t there enough time to juggle our work, home and health responsibilities? ==== Relax, Don't Worry: The Brain Science of Productivity (Energy) Everyone you meet these days is overworked and out of time. In our tech-enhanced world, we have more time-saving helpers and systems than ever before. So, why isn’t there enough time to juggle our work, home and health responsibilities? ==== Relax, Don't Worry: The Brain Science of Productivity (Managing) Everyone you meet these days is overworked and out of time. In our tech-enhanced world, we have more time-saving helpers and systems than ever before. So, why isn’t there enough time to juggle our work, home and health responsibilities? ==== Relax, Don't Worry: The Brain Science of Productivity Everyone you meet these days is overworked and out of time. In our tech-enhanced world, we have more timesaving helpers and systems than ever before. So, why isn’t there enough time to juggle our work, home and health responsibilities? ==== The Business Case for Happy Companies - May08 Why do so many companies have uninspiring leaders and uninspired employees who plod along with little — or the wrong — motivation? Why are corporate decisions still being made for the short term, undermining morale and jeopardizing business success? Happiness is not a result, but a cause, of success. It’s key to fully realizing an organization’s “return on people” (ROP), which entails bringing out their best talents, strengths, passions, interests, knowledge and skills. ==== The Business Case for Happy Companies - Teams Why do so many companies have uninspiring leaders and uninspired employees who plod along with little — or the wrong — motivation? Why are corporate decisions still being made for the short term, undermining morale and jeopardizing business success? Happiness is not a result, but a cause, of success. It’s key to fully realizing an organization’s “return on people” (ROP), which entails bringing out their best talents, strengths, passions, interests, knowledge and skills. ==== The Business Case for Happy Companies - Energy Why do so many companies have uninspiring leaders and uninspired employees who plod along with little — or the wrong — motivation? Why are corporate decisions still being made for the short term, undermining morale and jeopardizing business success? Happiness is not a result, but a cause, of success. It’s key to fully realizing an organization’s “return on people” (ROP), which entails bringing out their best talents, strengths, passions, interests, knowledge and skills. ==== The Business Case for Happy Companies - Managing Why do so many companies have uninspiring leaders and uninspired employees who plod along with little — or the wrong — motivation? Why are corporate decisions still being made for the short term, undermining morale and jeopardizing business success? Happiness is not a result, but a cause, of success. It’s key to fully realizing an organization’s “return on people” (ROP), which entails bringing out their best talents, strengths, passions, interests, knowledge and skills. ==== The Business Case for Happy Companies - Leadership Why do so many companies have uninspiring leaders and uninspired employees who plod along with little — or the wrong — motivation? Why are corporate decisions still being made for the short term, undermining morale and jeopardizing business success? Happiness is not a result, but a cause, of success. It’s key to fully realizing an organization’s “return on people” (ROP), which entails bringing out their best talents, strengths, passions, interests, knowledge and skills. ==== The Business Case for Happy Companies Why do so many companies have uninspiring leaders and uninspired employees who plod along with little — or the wrong — motivation? Why are corporate decisions still being made for the short term, undermining morale and jeopardizing business success? Happiness is not a result, but a cause, of success. It’s key to fully realizing an organization’s “return on people” (ROP), which entails bringing out their best talents, strengths, passions, interests, knowledge and skills. ==== Managing Across Generations: Motivating Gen Xers Younger generations — the so-called Gen Xers and New Millennials — comprise half the U.S. work force. The other half consists of 45% Baby Boomers and 5% veterans, many of whom are charged with motivating newer employees. But what happens when generations don’t share the same values and beliefs about workplace success? ----- Managing Across Generations: Motivating Gen Xers Younger generations — the so-called Gen Xers and New Millennials — comprise half the U.S. work force. The other half consists of 45% Baby Boomers and 5% veterans, many of whom are charged with motivating newer employees. But what happens when generations don’t share the same values and beliefs about workplace success? ------ Managing Across Generations: Motivating Gen Xers Younger generations — the so-called Gen Xers and New Millennials — comprise half the U.S. work force. The other half consists of 45% Baby Boomers and 5% veterans, many of whom are charged with motivating newer employees. But what happens when generations don’t share the same values and beliefs about workplace success? ------ Managing Across Generations: Motivating Gen Xers Younger generations — the so-called Gen Xers and New Millennials — comprise half the U.S. work force. The other half consists of 45% Baby Boomers and 5% veterans, many of whom are charged with motivating newer employees. But what happens when generations don’t share the same values and beliefs about workplace success? ---- The Succession Solution: Apprenticeship Model There’s something wrong with leadership development practices. Organizations are facing unprecedented challenges in finding successors for top jobs — and worse, so many leaders fail shortly after landing their positions. Directors, CEOs, HR executives and other business leaders have fared poorly at selecting and developing organizational leaders. They don’t seem to understand what makes a leader or what the job entails. They focus on the wrong people for the wrong reasons. ==== The Succession Solution: Apprenticeship There’s something wrong with leadership development practices. Organizations are facing unprecedented challenges in finding successors for top jobs — and worse, so many leaders fail shortly after landing their positions. Directors, CEOs, HR executives and other business leaders have fared poorly at selecting and developing organizational leaders. They don’t seem to understand what makes a leader or what the job entails. They focus on the wrong people for the wrong reasons. ======== The Succession Solution: Apprenticeship Leaders There’s something wrong with leadership development practices. Organizations are facing unprecedented challenges in finding successors for top jobs — and worse, so many leaders fail shortly after landing their positions. Directors, CEOs, HR executives and other business leaders have fared poorly at selecting and developing organizational leaders. They don’t seem to understand what makes a leader or what the job entails. They focus on the wrong people for the wrong reasons. ==== Judgment: Making Great Calls What is the fundamental essence of leadership? Is it the ability to make consistently good judgment calls? Realistically, leaders are remembered for their best and worst judgment calls, especially when the stakes are high, information is limited and the correct call is far from obvious. In the face of ambiguity, uncertainty and conflicting demands, the quality of a leader’s judgment determines the entire organization’s fate. ------ Judgment: Making Great Calls What is the fundamental essence of leadership? Is it the ability to make consistently good judgment calls? Realistically, leaders are remembered for their best and worst judgment calls, especially when the stakes are high, information is limited and the correct call is far from obvious. In the face of ambiguity, uncertainty and conflicting demands, the quality of a leader’s judgment determines the entire organization’s fate. ----- Judgment: Making Great Calls What is the fundamental essence of leadership? Is it the ability to make consistently good judgment calls? Realistically, leaders are remembered for their best and worst judgment calls, especially when the stakes are high, information is limited and the correct call is far from obvious. In the face of ambiguity, uncertainty and conflicting demands, the quality of a leader’s judgment determines the entire organization’s fate. ------ Judgment: Making Great Calls What is the fundamental essence of leadership? Is it the ability to make consistently good judgment calls? Realistically, leaders are remembered for their best and worst judgment calls, especially when the stakes are high, information is limited and the correct call is far from obvious. In the face of ambiguity, uncertainty and conflicting demands, the quality of a leader’s judgment determines the entire organization’s fate. ------ The End of Management as We Know It Management is out of date. The principles upon which we run companies haven’t evolved to keep pace with the rapid changes of 21st-century business needs. Most companies continue to operate on management principles formulated in the last century and based on manufacturing needs. Like the combustion engine, it’s a technology that has stopped evolving. Curiously, so few companies apply any attention to the kind of innovation that matters most: management innovation. ==== Mindset: Why Executives Thrive…Or Barely Survive Mindset shapes our mental world, influences our outlook, determines the scope of our goals, and ultimately sets us on a path of growth and fulfillment—or one of stagnation. Executive suites are filled with high achievers who boast high IQs and stellar accomplishments. Still, some stagnate, while others thrive and continue to shine. Mindset may be an important clue as to why some executives fail and why some are more prone than others to “CEO disease.” ----- Mindset: Why Executives Thrive…Or Barely Survive Mindset shapes our mental world, influences our outlook, determines the scope of our goals, and ultimately sets us on a path of growth and fulfillment—or one of stagnation. Executive suites are filled with high achievers who boast high IQs and stellar accomplishments. Still, some stagnate, while others thrive and continue to shine. Mindset may be an important clue as to why some executives fail and why some are more prone than others to “CEO disease.” ----- Mindset: Why Executives Thrive…Or Barely Survive Mindset shapes our mental world, influences our outlook, determines the scope of our goals, and ultimately sets us on a path of growth and fulfillment—or one of stagnation. Executive suites are filled with high achievers who boast high IQs and stellar accomplishments. Still, some stagnate, while others thrive and continue to shine. Mindset may be an important clue as to why some executives fail and why some are more prone than others to “CEO disease.” ----- Mindset: Why Executives Thrive…Or Barely Survive Mindset shapes our mental world, influences our outlook, determines the scope of our goals, and ultimately sets us on a path of growth and fulfillment—or one of stagnation. Executive suites are filled with high achievers who boast high IQs and stellar accomplishments. Still, some stagnate, while others thrive and continue to shine. Mindset may be an important clue as to why some executives fail and why some are more prone than others to “CEO disease.” ----- Mindset: Why Executives Thrive…Or Barely Survive Mindset shapes our mental world, influences our outlook, determines the scope of our goals, and ultimately sets us on a path of growth and fulfillment—or one of stagnation. Executive suites are filled with high achievers who boast high IQs and stellar accomplishments. Still, some stagnate, while others thrive and continue to shine. Mindset may be an important clue as to why some executives fail and why some are more prone than others to “CEO disease.” ----- Executive Engagement: Managing Energy With Stories In The Power of Full Engagement (2003), authors Jim Loehr and Tony Schwartz assert we need to learn two new rules: 1. Energy is the fundamental currency of high performance. 2. Performance, health and happiness are grounded in the skillful management of energy. And Loehr puts forth a third important rule: 3. The stories we tell ourselves and others drive the way we gather and spend energy. ==== Things That Get in the Way of Executive Coaching Too many executives receive poor or no coaching. They miss opportunities to become more effective in their positions of influence and are often denied promotions they deserve. They fail to recognize that hiring an executive coach can help them enormously. It’s the right tool to alleviate common leadership problems, but executives often don’t take full advantage of it. They aren't fully informed to get the most from coaching to improve their performance and enhance their career growth. ======= Things That Get in the Way of Executive Coaching Too many executives receive poor or no coaching. They miss opportunities to become more effective in their positions of influence and are often denied promotions they deserve. They fail to recognize that hiring an executive coach can help them enormously. It’s the right tool to alleviate common leadership problems, but executives often don’t take full advantage of it. They aren't fully informed to get the most from coaching to improve their performance and enhance their career growth. ======= Things That Get in the Way of Executive Coaching Too many executives receive poor or no coaching. They miss opportunities to become more effective in their positions of influence and are often denied promotions they deserve. They fail to recognize that hiring an executive coach can help them enormously. It’s the right tool to alleviate common leadership problems, but executives often don’t take full advantage of it. They aren't fully informed to get the most from coaching to improve their performance and enhance their career growth. ======= Things That Get in the Way of Executive Coaching Too many executives receive poor or no coaching. They miss opportunities to become more effective in their positions of influence and are often denied promotions they deserve. They fail to recognize that hiring an executive coach can help them enormously. It’s the right tool to alleviate common leadership problems, but executives often don’t take full advantage of it. They aren't fully informed to get the most from coaching to improve their performance and enhance their career growth. ======= The Unspoken Taboos of Leadership: Exploring Charisma Leadership is messy — and not for everyone. It’s a contact sport, and people get hurt. Unfortunately, the subject remains poorly understood. We fail to discuss the importance of power, intelligence, self-centeredness, political gamesmanship, arrogance, competitive fire or manipulation — the unspoken leadership taboos. ---- The Unspoken Taboos of Leadership: Exploring Charisma Leadership is messy — and not for everyone. It’s a contact sport, and people get hurt. Unfortunately, the subject remains poorly understood. We fail to discuss the importance of power, intelligence, self-centeredness, political gamesmanship, arrogance, competitive fire or manipulation — the unspoken leadership taboos. ---- The Unspoken Taboos of Leadership: Exploring Charisma Leadership is messy — and not for everyone. It’s a contact sport, and people get hurt. Unfortunately, the subject remains poorly understood. We fail to discuss the importance of power, intelligence, self-centeredness, political gamesmanship, arrogance, competitive fire or manipulation — the unspoken leadership taboos. ---- The Leadership Void: The Problem That Isn't Going Away Most executives and HR specialists know a large percentage of baby boomers will retire over the next five to 10 years — and with them, 50% of the CEOs of major companies. But as with Hurricane Katrina, we see it coming and aren’t doing enough: We remain woefully unprepared. ==== No More Jerks at Work: Preventing Desk Rage It’s a sign of the times when a well-known Stanford professor and best-selling author publishes a book titled The No Asshole Rule: Building a Civilized Workplace and Surviving One That Isn’t (Warner Business Books, 2007). Certainly, everyone knows what Robert I. Sutton is talking about. We’ve all experienced the nastiness of a tormentor or unconstrained egomaniac who abuses power and intimidates others. Jerks do not go undetected for long. Raging maniacs are easy to catch and disc No More Jerks at Work: Preventing Desk Rage It’s a sign of the times when a well-known Stanford professor and best-selling author publishes a book titled The No Asshole Rule: Building a Civilized Workplace and Surviving One That Isn’t (Warner Business Books, 2007). Certainly, everyone knows what Robert I. Sutton is talking about. We’ve all experienced the nastiness of a tormentor or unconstrained egomaniac who abuses power and intimidates others. Jerks do not go undetected for long. Raging maniacs are easy to catch and discipline. No More Jerks at Work: Preventing Desk Rage It’s a sign of the times when a well-known Stanford professor and best-selling author publishes a book titled The No Asshole Rule: Building a Civilized Workplace and Surviving One That Isn’t (Warner Business Books, 2007). Certainly, everyone knows what Robert I. Sutton is talking about. We’ve all experienced the nastiness of a tormentor or unconstrained egomaniac who abuses power and intimidates others. Jerks do not go undetected for long. Raging maniacs are easy to catch and discipline. No More Jerks at Work: Preventing Desk Rage It’s a sign of the times when a well-known Stanford professor and best-selling author publishes a book titled The No Asshole Rule: Building a Civilized Workplace and Surviving One That Isn’t (Warner Business Books, 2007). Certainly, everyone knows what Robert I. Sutton is talking about. We’ve all experienced the nastiness of a tormentor or unconstrained egomaniac who abuses power and intimidates others. Jerks do not go undetected for long. Raging maniacs are easy to catch and discipline. No More Jerks at Work: Preventing Desk Rage It’s a sign of the times when a well-known Stanford professor and best-selling author publishes a book titled The No Asshole Rule: Building a Civilized Workplace and Surviving One That Isn’t (Warner Business Books, 2007). Certainly, everyone knows what Robert I. Sutton is talking about. We’ve all experienced the nastiness of a tormentor or unconstrained egomaniac who abuses power and intimidates others. Jerks do not go undetected for long. Raging maniacs are easy to catch and discipline. A Leadership Checklist: 7 Questions No matter how successful and talented you are, you’ve made mistakes and have acquired some bad habits. Some are old; others have seemingly popped up overnight. Behaviors that may have worked well for you in the past can render you ineffective in the present. The best way to make swift adjustments is to periodically step back, observe and ask yourself several key questions. Some experts advise doing this every three to six months; much depends on the nature of your business. === Open Source Innovation & Other Weird Ideas That Work Self-managed volunteer hackers pool their skills every day on the Internet. Thousands of solo programmers compete to build software that’s bought by companies with whom they have little or no contact. Open sourcing has sparked a new way of innovating, even in other more traditional industries. It involves recruiting ideas from outside the company: from customers, freelance scientists, engineers and designers—in short, a global audience of enthusiastic creators. == Maximize Your Meetings Meetings, like death and taxes, are an inevitable fact of business life. Many, unfortunately, turn out to be a huge waste of time. Some companies schedule them so automatically that staff members’ energy is completely zapped, replaced by apathy and boredom. What can you do to ensure your meetings are productive and useful—not just socially satisfying? -- Dealing with Difficult People They’re everywhere. Walk into any workplace and you’ll find them. Regardless of your company’s success or employee-friendly culture, difficult people pose challenges for managers and team leaders each day. “People problems” are often cited as the most challenging — and time-consuming — part of a manager’s job. One study found that 42 percent of managers’ time is spent on defusing office conflict. - Ready to Snap - The Lure of Modern Life - May 06 Article Are you too busy? Are you always in a hurry, juggling work and family tasks like balls in the air? Are you ready to snap? You’re not alone. Millions of successful adults are being swept up by today’s frenetic, globalized, technology-driven lifestyle. We work longer hours, with escalating demands at work and home. -- The Quest for Great Customers - May06 Most CEOs hope a stronger focus on customers will protect them from eroding profit margins & commoditization. But getting closer to customers is not a matter of installing better CRM systems or simply measuring satisfaction levels. We now have the ability to connect with buyers in more meaningful ways -- but perhaps we’re overlooking the fundamental elements of a good customer relationship program:intimacy and trust. Let’s take a look at what’s wrong with most relationship marketing. - How to Get the Most People-Power from Your Conference Most people are required to attend conferences and trade shows at some point during their careers. Attitudes can range from “have to go” to “want to go.” If you’re an extrovert, chances are you’ll welcome the opportunity to socialize and connect with other people. And if you’re an introvert, you’ll likely struggle to stay focused as you contend with sensory overload. -- Winning the War for Leadership Talent The demand for leadership talent greatly exceeds supply. If economic growth continues at a modest 2 percent for the next 15 years, there would be a need for one-third more senior leaders than there are today. Most large companies will have to scramble to meet gaps in senior leadership talent. The global and more dynamic economy of the 21st century requires executive talent with a more complex skill set. This article examines the coming war for leadership talent. -- Winning the War for Leadership Talent The demand for leadership talent greatly exceeds supply. If economic growth continues at a modest 2 percent for the next 15 years, there would be a need for one-third more senior leaders than there are today. Most large companies will have to scramble to meet gaps in senior leadership talent. The global and more dynamic economy of the 21st century requires executive talent with a more complex skill set. This article examines the coming war for leadership talent. -- The Quest for Great Customers Most CEOs hope a stronger focus on customers will protect them from eroding profit margins & commoditization. But getting closer to customers is not a matter of installing better CRM systems or simply measuring satisfaction levels. We now have the ability to connect with buyers in more meaningful ways -- but perhaps we’re overlooking the fundamental elements of a good customer relationship program:intimacy and trust. Let’s take a look at what’s wrong with most relationship marketing. - The Quest for Great Customers Most CEOs hope a stronger focus on customers will protect them from eroding profit margins & commoditization. But getting closer to customers is not a matter of installing better CRM systems or simply measuring satisfaction levels. We now have the ability to connect with buyers in more meaningful ways -- but perhaps we’re overlooking the fundamental elements of a good customer relationship program:intimacy and trust. Let’s take a look at what’s wrong with most relationship marketing. - The Quest for Great Customers Most CEOs hope a stronger focus on customers will protect them from eroding profit margins & commoditization. But getting closer to customers is not a matter of installing better CRM systems or simply measuring satisfaction levels. We now have the ability to connect with buyers in more meaningful ways -- but perhaps we’re overlooking the fundamental elements of a good customer relationship program:intimacy and trust. Let’s take a look at what’s wrong with most relationship marketing. - The Quest for Great Customers Most CEOs hope a stronger focus on customers will protect them from eroding profit margins & commoditization. But getting closer to customers is not a matter of installing better CRM systems or simply measuring satisfaction levels. We now have the ability to connect with buyers in more meaningful ways -- but perhaps we’re overlooking the fundamental elements of a good customer relationship program:intimacy and trust. Let’s take a look at what’s wrong with most relationship marketing. - The Quest for Great Customers Most CEOs hope a stronger focus on customers will protect them from eroding profit margins & commoditization. But getting closer to customers is not a matter of installing better CRM systems or simply measuring satisfaction levels. We now have the ability to connect with buyers in more meaningful ways -- but perhaps we’re overlooking the fundamental elements of a good customer relationship program:intimacy and trust. Let’s take a look at what’s wrong with most relationship marketing. - Survival of the Fittest: Feedback is not for Sissies In order to be persistently successful, people and organizations need to adapt continually to their environment. This requires information from the environment. The more open the feedback loops, the more effective the adaptation and change can be. Few leaders have truly open and honest feedback within their organizations -- Rethinking the Future: Leadership for the 21st Century The industrial age of business was a system that operated with linearity and logic. This is giving way to new forms of outsourcing, minimization of scale, an emphasis on profit centers, networks and other forms of organization. When an old paradigm crumbles, we experience frequent bursts of creative thinking. Accompanying this is an equivalent degree of chaos and confusion, with feelings of uncertainty. This article examines leadertship for the 21st century & preparing for the future. - Rethinking the Future: Leadership for the 21st Century The industrial age of business was a system that operated with linearity and logic. This is giving way to new forms of outsourcing, minimization of scale, an emphasis on profit centers, networks and other forms of organization. When an old paradigm crumbles, we experience frequent bursts of creative thinking. Accompanying this is an equivalent degree of chaos and confusion, with feelings of uncertainty. This article examines leadertship for the 21st century & preparing for the future. - Office Politics: Survival of the Savvy Political savvy is a vital competence for any executive, but it’s not taught in leadership or grad school courses. In fact, the term “office politics” has received a bad rap. (Words like “Machiavellian,” “manipulative” and “conspiratorial” come to mind.) Nonetheless, political competence is the one skill everyone wishes to have more of—but no one talks about it. This article examines how leaders can successfully manage office politics. -- Office Politics: Survival of the Savvy Political savvy is a vital competence for any executive, but it’s not taught in leadership or grad school courses. In fact, the term “office politics” has received a bad rap. (Words like “Machiavellian,” “manipulative” and “conspiratorial” come to mind.) Nonetheless, political competence is the one skill everyone wishes to have more of—but no one talks about it. This article examines how leaders can successfully manage office politics. -- Office Politics: Survival of the Savvy Political savvy is a vital competence for any executive, but it’s not taught in leadership or grad school courses. In fact, the term “office politics” has received a bad rap. (Words like “Machiavellian,” “manipulative” and “conspiratorial” come to mind.) Nonetheless, political competence is the one skill everyone wishes to have more of—but no one talks about it. This article examines how leaders can successfully manage office politics. -- Office Politics: Survival of the Savvy Political savvy is a vital competence for any executive, but it’s not taught in leadership or grad school courses. In fact, the term “office politics” has received a bad rap. (Words like “Machiavellian,” “manipulative” and “conspiratorial” come to mind.) Nonetheless, political competence is the one skill everyone wishes to have more of—but no one talks about it. This article examines how leaders can successfully manage office politics. -- Leadership by Persuasion As a leader, your success depends upon your ability to get things done: up, down and across all lines. To survive and succeed, you must learn to persuade people: to convince them to take action on your behalf and under your direction, often without formal authority. Persuasion is widely perceived as a skill reserved for sales and negotiation. Now, it’s an essential proficiency for all leaders. You must make a rational argument, and also frame your ideas in ways that appeal to emotions. - Leadership Power Stress: Creating Renewal Effective executives often find themselves caught in a cycle of stress and sacrifice, without any possibility or time for recovery or renewal. Most of those who make it to the top have proven track records for influencing others, getting teams to work together and achieving results. Yet even the most adept leaders end up experiencing "power stress." How can leaders learn to manage themselves and avoid falling into dissonance? -- Leadership Power Stress: Creating Renewal Effective executives often find themselves caught in a cycle of stress and sacrifice, without any possibility or time for recovery or renewal. Most of those who make it to the top have proven track records for influencing others, getting teams to work together and achieving results. Yet even the most adept leaders end up experiencing "power stress." How can leaders learn to manage themselves and avoid falling into dissonance? -- Information Overload: Taming the Electronic Beasts Frantic, forgetful, fragmented and flummoxed. Does this describe you or someone you work with? If so, you’re not alone. Many smart leaders are being swept up by today’s frenetic, globalized, technology-driven lifestyle. This article discusses ways to deal with information overload in order to better manage energy. -- Information Overload: Taming the Electronic Beasts Frantic, forgetful, fragmented and flummoxed. Does this describe you or someone you work with? If so, you’re not alone. Many smart leaders are being swept up by today’s frenetic, globalized, technology-driven lifestyle. This article discusses ways to deal with information overload in order to better manage energy. -- Finding True Meaning at Work Recently there has been discussion among consultants, business owners and CEOs about the search for soul in the workplace. While most agree that religion is not an appropriate topic to approach at work, leaders are examining the role of true meaning and purpose in the corporation, both on an organizational and individual level. -- Finding True Meaning at Work Recently there has been discussion among consultants, business owners and CEOs about the search for soul in the workplace. While most agree that religion is not an appropriate topic to approach at work, leaders are examining the role of true meaning and purpose in the corporation, both on an organizational and individual level. -- Optimism: Why It Matters So Much People who are considered successful in life measure high on assessments of optimistic attitudes. It would be easy to presume they are optimistic because they are successful, but there is enough research to show that the optimism comes first. -- Emotional Intelligence in the Workplace The concept of emotional intelligence became popular after the immense success of Daniel Goleman's book in 1995: Emotional Intelligence, Why it can matter more than IQ. -- Emotional Intelligence in the Workplace The concept of emotional intelligence became popular after the immense success of Daniel Goleman's book in 1995: Emotional Intelligence, Why it can matter more than IQ. -- Emotional Intelligence in the Workplace The concept of emotional intelligence became popular after the immense success of Daniel Goleman's book in 1995: Emotional Intelligence, Why it can matter more than IQ. -- Bullies in the Workplace The fact that the phrase "going postal" has become common workplace jargon is a significant commentary. While workplace murders and assaults are in the media, far more frequent are incidents of bullying and intimidation. -- Bullies in the Workplace The fact that the phrase "going postal" has become common workplace jargon is a significant commentary. While workplace murders and assaults are in the media, far more frequent are incidents of bullying and intimidation. -- Preventing Executive Burnout The atmosphere at work has changed. The pace of change keeps accelerating. Today's managers are experiencing a whole new order of exhaustion. -- Preventing Executive Burnout The atmosphere at work has changed. The pace of change keeps accelerating. Today's managers are experiencing a whole new order of exhaustion. -- Making Strategy Everyone's Job After years of reengineering, downsizing and optimizing operational efficiencies, companies are now focusing on new ways to generate distinctive competitive advantages. Strategic planning is back, but with a difference: it is no longer the domain of the CEO and senior executives. -- Making Strategy Everyone's Job After years of reengineering, downsizing and optimizing operational efficiencies, companies are now focusing on new ways to generate distinctive competitive advantages. Strategic planning is back, but with a difference: it is no longer the domain of the CEO and senior executives. -- Making Strategy Everyone's Job After years of reengineering, downsizing and optimizing operational efficiencies, companies are now focusing on new ways to generate distinctive competitive advantages. Strategic planning is back, but with a difference: it is no longer the domain of the CEO and senior executives. -- Executive Coaching Is Hot Driving the trend in executive coaching is the business reality which makes good staff hard to get and harder to keep. In the need for constant change to stay competitive, companies see coaching as a way to help valued employees develop swiftly in the changing business environment. -- Executive Coaching Is Hot Driving the trend in executive coaching is the business reality which makes good staff hard to get and harder to keep. In the need for constant change to stay competitive, companies see coaching as a way to help valued employees develop swiftly in the changing business environment. -- Executive Coaching Is Hot Driving the trend in executive coaching is the business reality which makes good staff hard to get and harder to keep. In the need for constant change to stay competitive, companies see coaching as a way to help valued employees develop swiftly in the changing business environment. -- Executive Coaching Is Hot Driving the trend in executive coaching is the business reality which makes good staff hard to get and harder to keep. In the need for constant change to stay competitive, companies see coaching as a way to help valued employees develop swiftly in the changing business environment. -- Love 'Em or Lose 'Em: Retaining Talented Employees Retaining key employees is still the number one problem for corporations. Even when there is a slower economy, attracting and holding top talent is a serious concern. After 20 years of down-sizing, it may seem ironic that corporations are now in a panic about losing employees. -- Love 'Em or Lose 'Em: Retaining Talented Employees Retaining key employees is still the number one problem for corporations. Even when there is a slower economy, attracting and holding top talent is a serious concern. After 20 years of down-sizing, it may seem ironic that corporations are now in a panic about losing employees. -- Love 'Em or Lose 'Em: Retaining Talented Employees Retaining key employees is still the number one problem for corporations. Even when there is a slower economy, attracting and holding top talent is a serious concern. After 20 years of down-sizing, it may seem ironic that corporations are now in a panic about losing employees. -- Generations at Work: Boomers, GenXers & Nexters Never before in the history of the workplace are so many different age groups working together in such close quarters. Veterans, Baby Boomers, GenXers and now the Nexters are working shoulder to shoulder, cubicle to cubicle. Never have so many different generations with such diversity in worldviews and work philosophies been asked to team up and work together. -- Generations at Work: Boomers, GenXers & Nexters Never before in the history of the workplace are so many different age groups working together in such close quarters. Veterans, Baby Boomers, GenXers and now the Nexters are working shoulder to shoulder, cubicle to cubicle. Never have so many different generations with such diversity in worldviews and work philosophies been asked to team up and work together. -- Generations at Work: Boomers, GenXers & Nexters Never before in the history of the workplace are so many different age groups working together in such close quarters. Veterans, Baby Boomers, GenXers and now the Nexters are working shoulder to shoulder, cubicle to cubicle. Never have so many different generations with such diversity in worldviews and work philosophies been asked to team up and work together. --
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