But more fundamental than that, trust is basis of how we decide how we are going to interact with each and every person. It’s a decision we make about each and every person every day.
Sometimes hard things do resolve themselves without any other intervention. A huge sigh of relief and life goes on.But usually they have become hard for a reason, and time/ignoring it doesn’t usually make them any less hard.
This is why I do what I do. The impact of leadership – good and bad is so enormous.
The notion that a few extraordinary people at the top can provide all the leadership needed today is ridiculous, and it is a recipe for failure.
What are the elements of a high performing team? And how do you get there if you have a team which is not performing well? These are questions that get asked often as people struggle with how to maximise productivity and cohesion of a team (old or new)!
So this week, what’s one thing you can do to look at the physical environment and expectations you have of your employees? If you were to look at you through their eyes, what would you see?
You could be forgiven for thinking that leadership starts and stops at the top. But when you look at the definitions of leader and to lead, there is nothing about being at the top. Out in front, certainly, but not necessarily at the top.
Many readers of this blog will be familiar with Brian Cook, the current CEO of Geelong Football Club and ex-CEO of the West Coast Eagles
In part one of “how to go about writing a book” I talked about the process of deciding WHY, WHO, WHAT and HOW to write
It’s pretty exciting. My book Do What You Say You’ll Do is out and is getting some great reviews. Even more gratifying, is that it is giving
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TTC acknowledges the traditional custodians throughout Western Australia and their continuing connection to the beautiful land, waters and community on which we work and live. We pay our respects to all members of Aboriginal communities and their cultures, and acknowledge the wisdom of Elders both past, present and emerging.
