“But I’m not an expert …” Before you sell yourself short when it’s time to speak, remember that when it comes to many topics, people don’t research or even note credentials; what they respond to is a strong person who speaks confidently and seems to be followed by others. Think of it in terms of this equation: "Expertise" = confidence + platform. It’s often simply the loudest and boldest who are believed over the better-educated.
Q. One of my first managers told me years ago, “Never point out a problem without at least one possible solution.” I’ve always tried to do that. But lately I’ve noticed ethical lapses here. There’s no solution, except maybe disciplining the rule-breaker. Should I keep quiet?
Real leaders confront uncomfortable moments head-on. Here's how to push through them, get your point made and make the employee better educated. Watch it now.
We are going to make mistakes when dealing with and serving our Customers. A mistake, especially with an important person like a Customer, requires an apology. What follows applies for apologies in any part of our life, in any relationship, so please read it personally and professionally. Some of the embedded examples are each — but the steps apply broadly.
“What science is saying at this point is that a lot of the limitations that were placed on older learners and older athletes didn’t have any empirical backing,” says author David Epstein.
Q: After working at the same company for many years, I was laid off. Although I was devastated, I decided to view this as an opportunity to take a year off. When I’m asked for the name of my employer during 2014, I simply leave the question blank because I’m worried about making this employment gap a bigger deal than it already is. Is my intuition right?
Q: “I recently applied for the supervisory position in my department, but management selected an applicant from outside the company. Although my boss said I was not qualified for the position, he has now asked me to train the woman who was hired. If he thinks I’m not qualified, how can he expect me to train someone else?” Rejected
The science on forgiveness only dates back to 1989. Here’s some of what’s known.
Michele Ferrero only gave one interview and kept one secret: the recipe for his hazelnut-chocolate spread, Nutella. In that one interview, though, Italy’s chocolate king revealed three other trade secrets.
When CEO Bob Diamond resigned from his post at Barclays, it sent a message to other bankers: Even the head honcho’s job isn’t safe if the company gets ensnared in an ethics scandal. Diamond, who left in 2012 over questionable actions among his bank’s traders related to manipulating interest rates, may not have realized a tenet of ethical leadership: It’s not what you’re doing that counts as much as how you’re judged in the court of public opinion.
Hailed as a creative genius, physicist William Shockley mastered quantum theory and led a team to invent the transistor. But he did it the hard way.