The Professor on Gilligan's Island was a wizard with bamboo and coconuts. And yet, he failed repeatedly, perhaps not as an engineer, but as a leader. The three big mistakes he made weren’t technical, but strategic—and can serve as our signposts to success.
Leaders fail to clarify their personal preferences for staying connected to work with technology, and don’t share their expectations of the responsiveness with their direct reports. This leads to misguided assumptions that can wreak havoc on work/life balance—and most leaders have no idea any of this is happening.
When Jack Layton, the leader of Canada’s New Democratic Party, died from cancer, the citizens of Toronto turned a ten-acre city square into an impromptu memorial in chalk. If you think your leadership legacy will be "Your meetings, for the most part, ended early," it's time to consider the impact you want to make on your organization.
Have you ever sat in the reception area of a company and let yourself absorb the culture of that company? Have you ever watched how the members of the company behave and checked to see whether this behavior is living evidence of the company’s brand? It was a chilly Monday morning and I arrived 15 minutes early for my meeting with the CEO so I decided to use the time to see if what the company said about its brand was brought to life by the way the employees behaved. After all, employees are the custodians of a company's brand.
The Internet is an interesting place. It allows us to travel throughout the world without ever leaving our home town. It provides ways of building bridges without ever pounding a nail. It opens doors of opportunity to meet people who speak a different language or live under a different set of stars.
Yes, the Internet is an interesting place. Given all of these incredible possibilities to create unlimited growth in life what do most people do? Hide behind a fake moniker.