Following Successful Leadership Strategies

Written by Etienne A. Gibbs, MSW, Management Consultant and Trainer


PERMISSION TO REPUBLISH: This article may be republished in newsletters and on web sites provided attribution is provided torepparttar author, and it appears withrepparttar 119486 included copyright, resource box and live web site link. Email notice of intent to publish is appreciated but not required. Mail to: eagibbs@ureach.com

Management Consultant Suzanne Howard believes that leaders need not live a stressful life. So do I.

To help you maximize your leadership potential, here is a ten-point strategy she suggests:

* 1. Success: Most leaders have a sense of purpose, a mission that sets their standards for success. Develop and follow your own high standards.

* 2. Knowledge: Start with knowing yourself. Maximize your strengths and minimize your weaknesses.

* 3. Information: A manager has to know how to do something; a leader has to know why in order to do it.

* 4. Love: Begin by loving yourself. It is a prerequisite for loving others.

* 5. Learning: Leaders turn their errors and failures into learning experiences that contribute to their future successes.

What Every Executive Should Know

Written by Etienne A. Gibbs, MSW, Management Consultant and Trainer


PERMISSION TO REPUBLISH: This article may be republished in newsletters and on web sites provided attribution is provided torepparttar author, and it appears withrepparttar 119485 included copyright, resource box and live web site link. Email notice of intent to publish is appreciated but not required. Mail to: eagibbs@ureach.com

When new executives joinrepparttar 119486 team, they are full of promise. Their jobs offer new challenges. They dig up old and new problems and probe for solutions. They are fighters, workers, and dreamers. Then something happens: They slow down. They lose their sparkle. They relax, take it easy, and become straight nine-to-five people.

They keep themselves out of trouble. They avoid friction and controversy. They defend what has been done and oppose change and innovation.

Is this a typical phenomenon in your community? I don't know if it is, but I do know that it can be avoided. I do know that it is foolish to wait forrepparttar 119487 problem to go away by itself. I do know that personal and professional growth occurs only as a result of having a carefully conceived plan.

The Dartnell Corp. of Chicago, Illinois, has put together an executive development plan. It is found inrepparttar 119488 form of 12 booklets. Not only arerepparttar 119489 topics relevant, but prominent authority figures present each topic.

The first booklet, What An Executive Should Know About Success, written by Mr. J. C. Penney, himself, includes a self-rating checklist.

The next booklet inrepparttar 119490 series, What An Executive Should Know About Management, is written by Mr. Clarence B. Randall,repparttar 119491 former chairman of Inland Steel Company. He explains how to delegate tasks and develop people.

The third booklet, What An Executive Should Know About Managing People, is written by Mr. Theodore V. Houser,repparttar 119492 former chairman of Sears. A firm believer inrepparttar 119493 importance of proper people management, Mr. Houser presents five human relations rules.

What An Executive Should Know About Making Decisions,repparttar 119494 fourth booklet written by Mr. Harry A. Bullis, shows how to harnessrepparttar 119495 power ofrepparttar 119496 subconscious mind to reach sound decisions.

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