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«We do see that inclusiveness, adaptability, non-hierarchical organisation and a willingness to work to find good compromise solutions or innovative and different approached rather than dictated outcomes or weak consensus are so important for the changing dynamic of the environment we all work in today», she stated in a previous interview at EBR magazine.

FTI's Julia Harrison to receive SABRE Award for Individual Achievement

Creative, passionate for her work and extremely ambitious, Julia Harrison is the epitome of inspirational leadership and professionalism. For this reason, she will be honored with the prestigious SABRE Award for Outstanding Individual Achievement in a special ceremony in Amsterdam on 23th May

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

MORE ARTICLES

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

By: EBR | Friday, October 06, 2017

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

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Business

The work landscape in 2022

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Editor’s Column

The peculiar world of the Christian-Democrats

By: N. Peter Kramer

A prominent Dutch politician once said: ‘Count your fingers after shaking hands with a Christian-Democrat.’ Reading how the European Peoples Party (EPP) is handling the ‘Viktor Orban-trial’ brought this remark about the trustworthiness of the Christian-Democrats back to mind

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