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  • Everything Counts: The 6 Ways to Inspire and Motivate Top Performance

    Despite all research about the nature of leaders, practitioners and scholars still acknowl­edge that many aspects of leadership remain a mystery. Today I would like to address one of the key mysteries that seems to consistently defy traditional analysis.

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The Louder He Talked Of His Honor, The Faster We Counted Our Spoons

The title quote of this blog entry was attributed in the 19th century to one of America’s foremost essayists, philosophers, and poets (you can find out who he was at the end of the blog).  We’re now well into the 21st century and this adage still holds true today.  And it’s an apt entry into … Read more

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Workplace Feedback: A Puzzle? A Punishment? Or A Gift?

Originally posted on Forbes.com May 8, 2013 A few years ago I was reading comments on an employee survey and came across a choice comment that said, “I don’t know if I am in line to become the Janitor or the CEO. PLEASE, GIVE ME SOME FEEDBACK!” Everyone would like to know where they stand, … Read more

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I’m the Boss! Why Should I Care If You Like Me?

Originally posted on Harvard Business Review May 2, 2013 Many people assume that it’s possible for a person to be an effective leader without being likable. That is technically true, but you may not like the odds. In a study of 51,836 leaders, we found just 27 who were rated at the bottom quartile in … Read more

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Women’s Collaborative Leadership: Learning to Excel in the Workplace

Originally posted on The Huffington Post on April, 24, 2013 For decades, John Zenger and Joseph Folkman have analyzed the leadership traits that lead to success. These include characteristics such as integrity, initiative, and problem solving. Additionally, Zenger and Folkman designed tools to test these qualities, and made a somewhat startling discovery… … Women outscore … Read more

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Does Sheryl Sandberg’s ‘Likeability-Penalty’ Really Exist?

Originally posted on Forbes.com  April 5, 2013 Niccolo Machiavelli once explained in his book, The Prince, that “ it is better to be feared than loved, if you cannot be both.” While all leaders would embrace the idea of being “loved,” Sheryl Sandberg argues that women in leadership roles suffer from a “likeability penalty.” In a recent interview Sheryl … Read more

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Can you cope with criticism at work?

Originally posted on CNN on April 14, 2013 (CNN) — Criticism from bosses can be hard to swallow. But research shows there are more constructive ways for managers to deliver negative feedback, and that bosses should use positive comments a lot more — about six times more — than criticism. The study, done by the … Read more

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Success Doesn’t Make Women Less Likeable, Research Finds

Originally posted on Women’s Agenda April 11, 2013 Does career success make women less likeable and men more so? According to Sheryl Sandberg, who catapulted the “likeability penalty” conversation into the spotlight with her career memoir Lean In, the answer is yes. But research by leadership development consultants finds this may not be the case. … Read more

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New Research Shows Success Doesn’t Make Women Less Likable

Originally posted on Harvard Business Review on April 4, 2013 A businesswoman has a conversation with her five year-old daughter. “What if I told you that as Mommy does better at work fewer people like me. But when Daddy does better at work, more people like him. What would you say?” She expected her child … Read more

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CBS News- Yes, women make better leaders

Orginally posted on CBS Money Watch on March 26, 2013 In decades of analyzing exceptional leadership, John Zenger and Joseph Folkman have identified 16 traits required for success. These include integrity, initiative, self-development, problem solving and a drive for results. Zenger and Folkman have made their names and their business by designing powerful tools to … Read more

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The 9 Things Bad Leaders Who Successfully Improve Learn To Do

Originally posted on Forbes on March 22, 2013 In a Harvard Business Review Blog Bad Leaders Can Change Their Spots, Joe Folkman and I describe a group of 71 poor leaders who succeeded in getting much better. Specifically, they improved their effectiveness scores, on the average from 23% to 56%. They didn’t necessarily become rock … Read more

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