Cancelling a one-on-one catch-up with a team member or constantly checking your mobile phone are two seemingly small things that can give a poor impression of you as a leader. While perhaps inconsequential to you, such actions can lead your colleagues to believe that you cannot keep promises and are not interested in listening to them, says Suzanne Bates, author of a new book, All the Leader You Can Be.
By Emma De Vita
> Read the full article on the Financial Times website
We’ve all worked for bosses who could have been better — in some cases much better — but inexplicably they remain in charge. Barbara Kellerman has been studying that phenomenon for much of her career. Her latest book, “Leadership from Bad to Worse: What Happens When Bad Festers,” is both a cautionary tale and a call to action.
CEOs are spending more time on making the business case for their environmental and social commitments, and they’re building more rigorous mechanisms for addressing thorny issues and mitigating PR risks. To avoid communications missteps, CEOs should ensure they have the organizational capabilities and tools in place to monitor and analyze emerging issues and to gauge the sentiment of key stakeholders.
The vast majority of business leaders responding to a recent survey said they’re concerned they can’t train employees quickly enough to keep up with AI and tech developments in the next three years. A similar amount said AI and other tech disruptions will require companies to rethink skills, resources and new ways of doing work.
