Edition: International | Greek

Home » Management

How do you set others free to do their Extreme best?  It starts with what you don’t do.  The opposite of bringing out the Extreme in others is making them afraid. If only one person starts making others feel that risk-taking will be punished, that the boss is running out of patience, or that old procedures must be followed to the letter, then the crucial collaboration between leaders and followers starts to fall apart. It happens in corporations the world over.  The entire place seizes up with fear.

Can great leaders be both tough and nurturing?

Some employees go to work to do what they’re told. Some know their company’s vision and try to follow it

Leadership is a constant exchange between leader and follower. It is both verbal and non-verbal. The strength of the relationship depends on each party’s capacity to support the other. Being a good leader involves knowing one’s own strengths and weaknesses. It requires being able to listen and follow a subordinate, should their unique expertise afford them a temporary leadership role.

5 ways leaders are different to managers

The first time President John F. Kennedy visited NASA’s headquarters, he met a janitor mopping the floor. President Kennedy asked him what he was doing

The persuasive power of transparency

Cost transparency can be a compelling strategic choice in both marketing and negotiation

The idea of finding a way to embody an overall mission as a more concrete objective is related to an essential insight in management. Management practice often centres on “fluffy” performances such as missions, speeches, goal statements, and quick tours and interactions. None of this fluff helps if it is disconnected from the activities and meaning of all members of the organisation. Mission and goal statements contribute to success if they are oriented toward the embodiment of concrete activities that people can use to choose their own actions and construct meaning.

How great leaders make work meaningful

Mired in day-to-day tasks, people easily lose sight of their work’s higher purpose. That’s where great communicators come in

Combining two effortful tasks is harder than completing them separately. Switching tasks increases cognitive load. Most of what we call multi-tasking is actually the prefrontal cortex - a region toward the front of our brain - acting as a policeman directing traffic at a busy intersection, switching between the various neural networks required for the flow of processes associated with each task.

Multi-tasking eats 40% of your day. Here’s how to fight back

We are accelerating into the age of "connected everything". There are almost three million apps in one of the world’s leading app stores, many of us check our smart-phones once every 6 minutes and most of us carry our digital devices for 22 hours per day

MORE ARTICLES

The bad influence of aggressive bosses

By: EBR | Monday, October 02, 2017

The role of digital in financial planning

By: EBR | Friday, August 04, 2017

Four reasons why internal negotiations are harder than external ones

By: EBR | Thursday, July 20, 2017

Tools for leaders to leverage organisational politics

By: EBR | Monday, June 26, 2017

Why your financial planner should be a robot

By: EBR | Wednesday, June 07, 2017

Tools for leaders to leverage organisational politics

By: EBR | Thursday, June 01, 2017

Watch out for the well-travelled

By: EBR | Monday, May 29, 2017

How to lead like a top chef

By: EBR | Tuesday, May 02, 2017

Global CEOs call for greater disclosure of climate risks and opportunities

By: EBR | Friday, April 28, 2017

A growing number of people think their job is useless

By: EBR | Tuesday, April 18, 2017

3 entrepreneurs share their biggest mistakes – and what they learned from them

By: EBR | Friday, April 07, 2017

Rethinking network ties

By: EBR | Thursday, March 23, 2017

11 Leadership guidelines for the Digital Age

By: EBR | Wednesday, March 15, 2017

The fine line between optimism and fakery

By: EBR | Wednesday, February 08, 2017

Smashing the glass ceiling: 6 Davos leaders explain how they did it

By: EBR | Tuesday, January 17, 2017

A 10-point guide to responsible leadership in the age of populism

By: EBR | Sunday, January 15, 2017

What does leadership really mean?

By: EBR | Tuesday, January 10, 2017

The fetishisation of work is making us miserable. Let’s learn to live again

By: EBR | Monday, October 31, 2016

Ten Questions to Ask Before Pursuing an Acquisition

By: EBR | Friday, October 07, 2016

Inbox Zero: Can Employees Be Persuaded to Abandon Email?

By: EBR | Friday, September 30, 2016

The cost of geopolitics to M&As

By: EBR | Tuesday, July 05, 2016

Ambiguous leadership undermines compliance

By: EBR | Tuesday, June 14, 2016

Tackling big global challenges with low-cost innovation

By: EBR | Tuesday, May 31, 2016

Be the media, know the media, change the media

By: EBR | Tuesday, April 19, 2016

Pages: Next

Europe

8 reasons to care about the EU’s new data-protection rules

In recent weeks, you may have noticed pop-ups appearing in your browser or emails asking you to agree to a company’s new privacy policy or terms of service

Business

How millennials became the world’s most powerful consumers

They are the biggest global generation — and their choices ??are upending business? from the US to China

Editor’s Column

A ‘Union’ in disarray

By: N. Peter Kramer

Commission President Juncker announced an ‘informal working meeting’ on Sunday June 24 to discuss the migration and asylum problems

MARKET INDICES


Live World Indices are Powered by Forexpros - The Leading Financial Portal.

Magazine

View 2/2018 2018 Digital edition

Current Issue

2/2018 2018

View past issues
Subscribe
Advertise
Digital edition

All contents © Copyright EMG Strategic Consulting Ltd. 1997-2018. All Rights Reserved   |   Home Page  |   Disclaimer  |   Website by Theratron