During my early days in the Air Force as a young non-commissioned officer, I began to wonder why airmen would feel motivated to please one leader and not another. Why “yessir” invoked positive emotion for the former and negative for the latter. How could I be the kind of leader that motivated like the former?
“What are you looking for?” the consultant asked the client. “I’m looking for the ultimate leadership knowledge – the ‘Silver Bullet’ of leadership training” he replied. “This was why I decided to consider a leadership consultant.”
I’ll never forget early in 2004 when the bubble of a major epiphany I had, burst.
Today we have Mark Graybill in our “A Leadership Interview With…” series. Find out how Mark views healthy conflict, the topics he thinks leaders are failing to learn, and how to get your team back on track.
I wanted this article to start out direct and undiluted to ensure that you understand the gravity of the message. By the end of the article, I hope you will understand why.
A colleague recently returned from an austere assignment in the desert, and told me a story of leadership lessons that I’d like to share with you.
The Ivory Tower Syndrome stems from leaders being disconnected from employees in the trenches and thus the reality of the business.
How a good leader "communicates appropriately and motivates others significantly" to forward the mission.
A significant part of leadership effectiveness is of course motivating the team. Motivation is a hot topic in organizational science, but so far answering the question “what motives people” and producing effective solutions has met with limited success.
Effective leaders actively work to break the Glass Ceiling.