Updated for use in our Leading Through COVID series This is the second week in our six part series about leadership styles. We’ll be using the six Leadership Styles as defined by Daniel Goleman in his book Primal Leadership and we’ll be exploring how each of those different leadership styles can be useful during this … Continue Reading
Core values are the guiding principles — the North Star — of a company. When its values aren’t clearly defined and articulated, a company starts to wander off course, to lose its way. An accidental culture starts to emerge that almost always includes a great many ingrained bad habits, bad attitudes and bad performance. Every … Continue Reading
Updated for use in our Leading Through COVID series This week we’re kicking off a six part series about leadership styles. We’ll be using the six Leadership Styles as defined by Daniel Goleman in his book Primal Leadership and we’ll be exploring how each of those different leadership styles can be useful during this new … Continue Reading
No one can predict the future. But as the CEO of a growing company, it’s your job to try. A company that operates only on the day-to-day, reactive level will not make it in the long run. Not only is it hectic and draining, it is too chaotic to maintain over time. If all you’re … Continue Reading
In two weeks, we are going to begin a six part series on the six Leadership Styles as defined by Daniel Goleman in his book Primal Leadership: Affiliative, Visionary, Pacesetting, Democratic, Commanding, and Coaching. Before we begin discussing the specifics of each style of leadership, it’s important to know the difference between a resonant leader … Continue Reading
Change is an essential part of the growth of a company and it’s your job as the CEO to make sure that you develop a culture that is open to it. You have to be intentional about that change though, take the time to explain the changes you’re making, and explain the why behind your … Continue Reading
Hang on to your sanity! Your world just shifted! The dynamic that occurs as a company grows into the 20–30-employee range is unlike anything you’ve been through before. Up to this point in your company’s history, it’s been CEO-centric — your passion, your vision, your blood, sweat and tears that have been moving the company … Continue Reading
Losing employees is inevitable. Some leave you. Some you ask to leave. No matter why someone leaves, it costs you. Time, money, morale, opportunities, customers, knowledge, etc. Even when someone is not performing their job well, or their attitude is poor, and they need to go, it still costs you. To cut down on turnover, … Continue Reading
As a CEO, you may often feel that no one in your company is listening to you. You have to repeat your goals and expectations over and over and still, no one seems to be on the same page. But, while you might feel you’ve explained yourself a million times, you probably haven’t communicated enough. … Continue Reading
Unlike Staff Turnover, Systems Turnover is something that needs to be embraced. Leaders need to understand that systems and processes cannot remain stagnant as their company grows. What worked for a company of 10 people will not still work for a company of 50. And what worked for a company of 50 will not work … Continue Reading
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