Leadership & Insights

Most recent stories in Leadership & Insights

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  Randy Kates

  

  The Art of Giving and Receiving Advice

  Harvard Business Review - David A. Garvin and Joshua D. Margolis

  Seeking and giving advice are central to effective leadership and decision making, and they require emotional intelligence, self-awareness, restraint, diplomacy, and patience on both sides. But managers tend to view these competencies as “gifts” that one either has or lacks. The authors argue …

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  Randy Kates

  

  The world needs your courageous leadership

  kornferry.com

  Face your fears with a courageous leader mindset The courageous leadership mindset requires leaders to rewire their thinking on three key issues: …

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  Randy Kates

  

  Why Asking for Advice Is More Effective Than Asking for Feedback

  Harvard Business Review - Jaewon Yoon, and Hayley Blunden, and Ariella Kristal, and Ashley Whillans

  Conventional wisdom says you should ask your colleagues for feedback. However, research suggests that feedback often has no (or even a negative) impact on our performance. This is because the feedback we receive is often too vague — it fails to highlight what we can improve on or how to improve. …

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  Randy Kates

  

  How to find your purpose

  mckinsey.com

  August 4, 2022Amidst alarming headlines about war, new virus strains, and a global economic crisis, it’s not always easy to find purpose in every …

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  Randy Kates

  

  Keeping Your Team Motivated When the Company Is Struggling

  Harvard Business Review - Ron Carucci

  Leading through tough times — layoffs, budget cuts, ongoing troubling events — is the hallmark of great leadership. Doing it well is often counterintuitive. Rather than reaching for a pep talk, a team-building event, or a nice dinner (all of which have a time and place), step back and consider the …

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  Randy Kates

  

  Five ways to harness the power of purpose

  strategy-business.com - by Sally Blount and Paul Leinwand

  Many corporate purpose statements are poorly constructed, vague, and don't bear much relationship to what a company does. Sally Blount and Paul …