When we think of great leaders, certain characteristics come to mind: They have confidence in their abilities and conviction in their beliefs. They “trust their gut,” “stay the course,” and “prove others wrong.” They aren’t “pushovers,” and they certainly don’t “flip-flop.” But this archetype is terribly outdated. Having spent three years studying many of the world’s most successful leaders for my new book, Persuadable, I’ve learned one surprising thing they have in common: a willingness to be persuaded.
Alan Mulally, the vaunted CEO who saved Ford Motor Company, is, for example, exceptionally skeptical of his own opinions. Ray Dalio, one of the world’s most successful hedge fund managers, insists that his team ruthlessly second-guess his thinking. Christine Lagarde, managing director of the IMF, seeks out information that might disprove her beliefs about the world and herself. In our increasingly complex world, these leaders have realized that the ability to consider emerging evidence and change their minds accordingly provides extraordinary advantages.
How do you cultivate a culture of learning, adapting, and leading in your organization? In today’s rapidly changing business environment, quickly identifying new opportunities and taking action to capture them is no longer the private domain of industry leaders—it is a matter of survival for every business and for every employee.
Two weeks ago, the Pew Research Center released the results of a national survey on women and leadership - results that still show major challenges in public life and the corporate C-suite for women in the U.S. We all know the big scores: 44-0 for the U.S. Presidency and the noted [...]
Board service is the perfect opportunity for business people to improve communities and the world, while preparing themselves to be better leaders -- as executives and directors of public company boards....
New research suggests that the most effective executives use a collection of distinct leadership styles—each in the right measure, at just the right time. Such flexibility is tough to put into action, but it pays off in performance. And better yet, it can be learned.
It’s obvious that business is moving faster and faster and that to keep up, leaders at all levels need to know how to pick up the pace. That’s easy to say. But is it so? Is there a correlation between speed and perceived leadership effectiveness?
Across industries, diverse leadership teams drive high performance. They make better decisions, improve financial outcomes, create a competitive edge, compete more effectively for talent, and reduce employee turnover....
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