Tag Archive for ‘Leadership’
A good boss helps create an environment where employees can succeed. But that dynamic can grow complicated when employees have issues that blur the boundary between work and home. “What, if anything, is owed when a boss offers help if personal problems or negative emotions affect an employee on the job?” asks columnist Gael O’Brien. “Does good leadership merit a quid quo pro?”
On the fifth anniversary of the Lehman Brothers’ bankruptcy, columnist Gael O’Brien says the biggest takeaway of the 2007-8 financial meltdown may be how leaders misjudged the “footprint” of their institutions and the impact they can have on “bystanders” – a community, a country, and potentially countries around the world.
If you were selecting a new president for your organization, what leadership qualities should he or she possess to be successful in navigating all the challenges you can foresee and those you can’t? Columnist Gael O’Brien discusses an unusual symposium of leading educators who offered advice to The Ohio State University as it goes about the process of identifying a new president.
Columnist Gael O’Brien takes a look at a new corporate responsibility initiative launched by entrepreneur billionaire Sir Richard Branson and a team of 14 other global leaders. “Is the timing right?” she asks. “Is all this enough to create a tipping point where leadership priorities shift and the triple bottom line becomes a universally accepted and honored business practice?”
The sudden resignation of Ohio State University President E. Gordon Gee from his $2 million-a-year job followed disclosures of so-called jokes he’d made about other universities and their leaders. Columnist Gael O’Brien says the incident raises questions about leadership vulnerabilities among the most seasoned of executives and how their boards respond,
The forced resignations of executives at Lockheed Martin and Best Buy – along with the resignation of CIA Director David Petraeus – raise questions about the values boards reinforce with their leaders. Columnist Gael O’Brien says many critical qualities – emotional intelligence, authenticity, self awareness, and stakeholder-focus — are often not included in the process.
Leaders who are hyperactive — doing more and more, faster and faster – in their response to an ever-changing, complex world are less likely to be innovative and are more vulnerable to making ethical mistakes, says a thought leader on leadership development. Columnist Gael O’Brien speaks with Kevin Cashman about his new book – The Pause Principle: Step Back to Lead Forward.
Pay packages for CEOs of U.S.-based companies continue out of control, writes columnist Gael O’Brien, with boards often succumbing to “fear-based” compensation practices that undermine the potential for collaborative leadership and sustainability. She notes new research which disputes conventional wisdom that CEOs can easily move to the next company if not paid well. “Tackling excessive CEO compensation,” O’Brien writes, “is the first step in creating a new normal.”
A damning new report on the child sex abuse scandal at Penn State shows that it was preventable, says columnist Gael O’Brien. “Whether it is child sexual abuse, sexual harassment, fraud or some other crime, one of the great enablers or deterrents to crisis is the culture of an organization,” she writes. “The unpleasant truth is it can happen anywhere a culture doesn’t resist.”
In their new book – How Will You Measure Your Life? – Harvard Business School Professor Clayton Christensen and his co-authors suggest that if students of business “take the time to figure out their life’s purpose, they’ll look back on it as the most important thing they will have discovered.” An excerpt from the book focuses on the importance of staying true to one’s personal principles and “why 100 percent of the time is easier than 98 percent of the time.”