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As Heineken marks its 150th year, CEO Jean-François van Boxmeer speaks about innovation, managing for the long term, and how he aims to uphold the company’s rich legacy.
A McKinsey & Company article.
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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 But this archetype is terribly outdated.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. Via The Learning Factor
MindShare HR's insight:
The best Leaders allow themselves to be persuaded, especially for the big decisions!
Jordan's curator insight,
March 8, 2016 6:09 AM
The best Leaders allow themselves to be persuaded, especially for the big decisions! 
rodrick rajive lal's curator insight,
March 8, 2016 4:05 PM
The best Leaders allow themselves to be persuaded, especially for the big decisions! 
Dané Davis's curator insight,
March 10, 2016 10:48 PM
The best Leaders allow themselves to be persuaded, especially for the big decisions!
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But not for long. Here are the times you have to do it.
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Everybody loves self-improvement. We want to get smarter, network better, be connected, balance our lives, and so on.
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David Marquet believes that leadership is not for the select few at the top, but in highly effective organizations, there are leaders at every level. Turn the Ship Around! Fortune Magazine's...
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A new study points to four best practices.
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By Jeff Wolf Everybody in business, at one time or another, and probably more than once, has witnessed the results of poor leadership: listless and confused employees leading to stagnating …
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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.
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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 [...]
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New research suggests that the secret to developing effective leaders is to encourage four types of behavior. A McKinsey Quarterly article.
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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....
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But not for long. Here are the times you have to do it.
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These are the chief executives who should have gotten lumps of coal in lieu of lofty compensation packages in 2015.
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Leaders need to do two seemingly paradoxical things.
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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.
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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.
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The billionaire chairman of the Virgin Group has used these basic principles throughout his 40-year career.
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Their confidence inspires them to take risks. But if these executives don't learn to properly interact with the teams that support them, they will fail.
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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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