Executive Summary • Saboteurs quietly undermine trust and accountability. • Focusing only on the individual rarely solves the problem. • Patterns of deflection and disruption reveal the issue. • Strong team norms expose and neutralize toxic behavior. • Culture is the leader’s most powerful corrective tool. What is a Saboteur? It’s important to point out
Matt Pavli
The leaders of an organization can positively influence company culture and are responsible for steering the whole company. They’re a powerful influence, but, as we all know, with great power comes great responsibility. If a leader doesn’t have the ability to shape the company culture for the benefit of the
Sally Keys
Ginni Rometty, CEO of IBM, has always demonstrated democratic leadership to make tough decisions, such as channeling resources to big-data efforts. Through her, IBM continues to grow and is partnering with government enterprises (among other entities) to leverage its ability in cognitive computing. In participative leadership, employees who would otherwise
Rebecca Lee
Being a leader requires a whole range of skill sets. A great leader will have the ability to wear multiple hats, employing different skills as different situations arise. Understanding finance and having the confidence to work with money is invaluable to a leader’s arsenal. An understanding of finances will help
Lauren Adley
Developing into a mature individual and leader was always challenging. Today, it may be more so than ever before. The modern business world asks for quick reactions and quick solutions. On the other hand, the maturity that needs to be reflected in your mindset and actions takes time and endurance.
Emil Hajric
Leader collaboration leads to knowledge sharing with employees and brings the organization a valuable resource. It’s the human power that keeps your business running and the innovative spark that propels your business ahead of your competitors. The expertise, innovation, and fresh ideas provided by your team give your business a
Isabella Rossellini
Most business and corporate leaders believe they are in management debt. They say each and every decision they make for the business has many unintended first and second-order impacts. Most leaders have good intentions when it comes to management plans. But some of them falter, leading to what is known
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