Emotional Intelligence

Get Involved without Being a Micromanager: 3 Tips

By: Jim Bruce
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I think we are all micromanagers at heart.  This week’s reading is a short piece by John Baldoni, “Get Involved without Being a Micromanager:  3 Tips” which recently appeared in BNET’s leadership blog.

We all dive deeply into the details;  sometimes when we are the only one with the necessary skills and expertise.  But, more often it’s counterproductive and even harmful.  And, too often we do so when we need to feel that we are personally making a difference.

Baldoni provides three guidelines to help us decide when to dive in:

The Right Response is Not Always Instant

By: Jim Bruce
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Today's Reading, "The Right Response is Not Always Instant" , is from the pen of Ron Ashkenas, managing partner of Schaffer Consulting and a co-author of "The GE Work-Out."  His latest book is "Simply Effective."

Too many of the flood of messages we receive each day have an implied, or sometime stated, urgency that suggests, requires, or even demands that we drop everything and address the request.  You have to wonder, with seemingly everything "labeled" urgent whether anything really is.

What is this thing called CEO leadership?

By: Jim Bruce
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Last week my attention was drawn to a 2007 article by Harry M. Jansen Kraemer, Jr. "What is this thing called CEO leadership?".  Kraemer is clinical professor of management at Northwestern University's Kellogg School of Management and an executive partner with Madison Dearborn, a private equity firm based in Chicago.  He is also the former chair and CEO of Baxter International, Inc., a global healthcare company.

Confidence is a Learnable Skill

By: Jim Bruce
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Some people seem to be born full of confidence, while others have difficulty speaking up about their ideas.  Is confidence, then, something you are born with and therefore that those of us less gifted, just have to muddle through?

How to Handle Surprise Criticism

By: Jim Bruce
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Today’s Reading, “How to Handle Surprise Criticism”, focuses on feedback that comes as a surprise, even as a shock, from out of nowhere, about an issue you haven’t even perceived.

In this piece, Peter Bergman, speaker, writer, and consultant on leadership, says that to take such surprise criticism productively, you need a game plan.  He goes on to say that as you listen and your adrenaline begins to flow, you need to pause, take a deep breath, and:

The Four Capacities Every Great leader Needs (and Very Few Have)

By: Jim Bruce
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Today’s reading is “The Four Capacities Every Great Leader Needs (and Very Few Have)” <http://bit.ly/beWaWF> by Tony Schwartz, CEO of The Energy Project, a company that helps individuals and organizations fuel energy, engagement, focus, and productivity by harnessing the science of high performance.  This entry appeared in FastCompany’s Expert Blog on October 15, 2010.  (It and other blog entries by Tony Schwartz can also be found at <http://www.tonyschwartz.com/blog.php>.)

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