You’ve been in one of those awkward conversations where an idea is put on the table but it goes nowhere, haven’t you? You know, when the conversation becomes stilted or there are embarrassed mumbles or a stony silence. Kerrie, the Australian Sales Manager, has an idea and she needs buy-in from her boss, the Global

I actually thought the leader I was coaching was exaggerating when he said “I’d be happy to forgo an amount of my salary for a pat on the back”. But then, a couple of days later, another leader disclosed that he still feels thrilled when he remembers a time, many years ago, when his boss

THE number one thing at the top of most leaders’ minds these days is that they don’t have sufficient time to get done what they need to do. The sense of overwhelm they experience because of the sheer number of critical-to-get-done things on their plate is—OK, it’s overwhelming! 90% plus of the leaders I speak

I’ve noticed that “trust” isn’t generally something that’s formally assessed in organisations—and yet “when it’s good it’s very, very good, but when it’s bad it’s horrid.” Simply put, you wouldn’t be a very useful leader if your peers and your team members didn’t trust you implicitly!   Why Is It A Big Deal If There’s

Roger Enrico, the Vice President of Pepsi Co, said, “The soft stuff is always harder than the hard stuff.” Nevertheless exemplary leaders put a hefty focus on how they behave as a leader—the soft-stuff. Apart from any humanistic motivation, they know that the quality of their relationships and the levels of trust they generate with