The Magazine of Corporate Responsibility

Tag Archive for ‘Leadership’

The Rise in Unemployment and the Loss of Civility

An executive recruiter in the compliance field says he’s recently noticed a disturbing trend: as the global economy stagnates and seemingly worsens, and job cuts are announced daily, tensions rise. “Frustration, irritation and the loss of common decency pervades,” he says. “It has truly become a dog-eat-dog environment.”

Raising the Credibility Quotient of Responsible Leadership

A corporate strategist says that in the new environment of hyper scrutiny, increasing regulation, vigilante-styled consumer retribution, “occupy” public protests, and overnight reversals in public trust and confidence, it’s essential for leaders and their organizations to close the gap between the “talk” they offer publicly and the “walk” they employ in day-to-day business.

How US Airways Dealt with a Hostile Work Environment

Columnist Gael O’Brien recently encountered a two-hour flight delay stemming from an argument between two stewardesses on a US Airways flight. While it was a major inconvenience for her and other passengers, she writes, the airline’s handling of the situation demonstrated a “formula for leadership that builds trust and reputation, a formula we don’t see often enough.”

The Challenge of Authentic Leadership

Of all the styles and types of leadership, something called authentic leadership seems the easiest to achieve – after all, who wouldn’t want to be, and come across as, the genuine article? But it may be more complicated than that. Columnist Gael O’Brien asks: “Is it possible that a 21st century leadership can emerge that involves self awareness, emotional intelligence, and authenticity?”

Think Like an Entrepreneur, Act Like a Leader

Columnist Gael O’Brien thinks that in these increasingly uncertain times it’s worth examining the basic methodology used by many serial entrepreneurs. The process of taking small steps to “act, learn and build from,” she says, offers models for navigating the unknown, building trust and handling potential ethical conflicts.

Women and Leadership: Roadmaps for the Journey

Acquiring the skills needed for leadership isn’t easy for members of either sex. But for women who pursue careers in companies, there is the daunting reality that unless you start your own business, a leadership role can be hard to come by. Columnist Gael O’Brien speaks with McKinsey consultant and author Joanna Barsh about her research into “centered leadership” and how it might help accelerate the leadership journey for women.

Ethics of Being Wrong: Ghosn, Greenspan, and Dodger Owners

Renault CEO Carlos Ghosn recently accused three of the company’s senior executives of selling corporate secrets to the Chinese. But he was wrong – they hadn’t done it. Columnist Gael O’Brien says being wrong is part of being human, and leaders should be especially mindful of that . “The more we stay open to the possibility we could be wrong,” she says, “the more likely we are to get beyond our own ‘rightness’ and experience a larger reality.”

Failure, Leadership and Lessons Learned

What’s the difference between someone who becomes a good leader and one who doesn’t? Often it’s the ability to learn from failure. Columnist Gael O’Brien discusses leading thinking on how to analyze what went wrong and how best to reinvent oneself after hitting bottom. For those who get a second act, one expert says, timing can be critical: “You often get your second chance when no one else wants it.”

Leadership, Common Purpose and Shared Values

Columnist Gael O’Brien speaks with Joel Kurtzman about corporate culture, CEO leadership and the concept of a common-purpose organization. “It is difficult for a company to keep a sense of common purpose for longer than a decade,” he says. “It has to be nurtured or it goes away.” One company that has succeeded: American Express.

Self-Deception and Challenges for Leaders

Columnist Gael O’Brien examines several recent crises and finds a common trait: self-deception by leadership. It “reflects an image that allows leaders to disengage and disconnect from their actual impact on others,” she writes. “Aside from the damage it does to those affected, it creates an understandable gap in trust, which is the very thing leaders want to re-build after a crisis.”