It has been the toughest of times leading through a pandemic. But what can we learn from what we have all been through? How will it change us as leaders? And how should we lead out of lockdown? These are just some of the questions that we believe leaders should be pausing to ask themselves.
A generic name for family-run businesses in India, ‘lala companies’ have unique attributes—great rewards…and greater punishment, if the lala stops liking your face!
There is substantial research showing that people who are successful in a holistic way—not just at making money—have high emotional intelligence. Do not confuse intelligence quotient (IQ) with EQ. Effective leaders allow themselves to be emotional privately. They process it, then come back and give the public their best selves, communicating constructively and listening more than talking.
Creating high-performing teams is a tough thing to do. Keeping them high performing is even tougher.
The realities facing today’s ‘new’ leaders are unprecedentedly novel, challenging, and anxiety-provoking. Yet much of the hardship suffered by these leaders is entirely preventable—often by recognising and addressing shortcomings of their own.
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