Authenticity
Joan Rivers on Remaining Relevant
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How many leaders can you name who, in their lifetime, were relevant for 20 years? What about 50 years? As a comedian, talk show host, and fashion commentator
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bill-nye-on-dispute-preparation-2Communication
Bill Nye on Dispute Preparation
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There comes a time when every leader needs to prepare themself for a debate. It may be a new initiative, a change in direction, or a general organizational adjustment.
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Decision making
Animal House’s Guide to Avoiding Poor Decisions
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What causes people to make poor decisions? I use to chalk it up to intelligence, but I know many smart people who have done some pretty dumb things.
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j-wellington-wimpy-on-structured-procrastinationGoals
J. Wellington Wimpy on Structured Procrastination
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Do you remember the Popeye cartoons where his friend J. Wellington Wimpy would say, “I’ll gladly pay you Tuesday for a hamburger today.” Some may feel
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the-speed-of-innovation-what-we-can-learn-from-great-musicians-2Collaboration
The Speed of Innovation: What We Can Learn from Great Musicians
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How long does it take to create something new? Is it fair to put a time limit on creativity? In a recent interview, Clear Channel CEO Bob Pittman discussed
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the-minions-on-followership-2Culture
The Minions on Followership
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When you hear a leader refer to the team as “followers” do you cringe? We are raised to not be a follower, but why does it have such a negative connotation?
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jimmy-two-times-on-repetitive-messaging-2Communication
Jimmy Two-Times on Repetitive Messaging
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There’s a classic scene in Goodfellas when the main character is introducing the members of the gang: And then there was Jimmy Two-Times, who got that
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the-rat-pack-s-guide-to-managing-substandard-leadersAccountability
The Rat Pack’s Guide to Managing Substandard Leaders
04
I recently ran into one of the first managers of my professional life. To give you the shorthand, whenever I cite what a leader should not do, I am describing
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brian-koppelman-on-dispassionate-evaluation-2Collaboration
Brian Koppelman on Dispassionate Evaluation
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The following is from guest writer, Ed Russo.  Organizational success depends on collaborative efforts where leaders solicit feedback from their team.
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carnac-the-magnificent-on-strategic-foresight-2Collaboration
Carnac the Magnificent on Strategic Foresight
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Part of being a strategic leader is the ability to accurately forecast future trends, obstacles, and opportunities. I’m not sure if anyone has done this
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