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The Economist Magazine
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The Next Level: What Insiders Know About Executive Success By Scott Eblin
BOOK: "New executive must quickly develop an organizational perspective and establish a presence with his new peer group." ~ Dallas Morning News, June 2, 2006
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Who Inspires the Leader? by Alicia M. Rodriguez
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Walk through any Borders or Barnes and Nobles and you will find entire sections devoted to Leadership. The face of leadership now has as many identities as Sybil. Choose the Jack Welch style of leadership and Go with your Gut or choose Kevin Cashman’s Leadership from the Inside Out. You could become a Servant Leader and increase your Emotional Intelligence. You could follow the gospel of Rudolph Giuliani or live by the 21 Irrefutable Laws of Leadership. (I’m tired already!)
I spend considerable time helping CEO’s define Leadership for themselves so that they can articulate and define their role as CEO, not only for themselves but as an orientation for their behavior and thinking. Each person is different and each person comes to the position with both assets and liabilities. There does seem to be, however, a common element in all the writings on leadership. The same element appears in profiles of CEO’s who have successfully led their companies through both healthy and difficult times. That element is Inspiration.
The word “inspiration” comes from the Latin “spirare”, or to breathe, to live, to be inspired with. Words such as spirit, soul, animate, to breathe and inspire are all related. So why the Latin lesson?
An important leadership trait is the ability to inspire. Inspiration does not need to be loud and plastered on the front pages of Time magazine. Along with the competencies and traits of strategy, execution, vision, and courage, inspiration adds to the components of effective leadership. Look at how the ability to inspire others contributes to your effectiveness as a CEO. Can you breathe life into an organization that has become complacent? Are your employees driven to high performance by fear or are they animated by pride and a belief in a future that is compelling? Does the spirit of innovation and creativity dwell and grow in your company and its employees? As CEO you are responsible for inspiring others. And finally, who inspires you?
“Seven Neurotic Styles of Management” by Dr. Kurt Motamedi
Here are the 7 examined in detail.
1. The Explosive
2. The Implosive
3. The Abrasive
4. The Narcissist
5. The Apprehensive
6. The Compulsive
7. The Impulsive free
“On Becoming a Leader” by Robert Gunn
Personal wake-up calls point to the kind of changes one must make on the somewhat mysterious quest to be a leader. free
“Am I a Leader?” by Robert Gunn
The uncommon leader masters four intangibles: tone, time, trust and transfer. free
“Ten Self-Defeating Behaviors to Avoid” Fast Company | by Mark Goulston
1. Thinking you're indispensable
2. Talking over or at others
3. Not listening
4. Not delegating
5. Using jargon
6. Being afraid to fire people
7. Fear and avoidance of giving performance reviews
8. Fear of confrontation
9. Fear of failing
10. Not getting buy-in free
“Imagining Your Destiny” by Robert Gunn
How can you unleash creativity, a quality that seems elusive but is actually inborn? free
The E-Myth Revisited: Why Most Small Businesses Don't Work and What to Do about It
BOOK: This over two million copy bestseller, dispels the myths surrounding starting your own business and shows how commonplace assumptions can get in the way of running a business.
Kiplingers Retirement Report
MAGAZINE: Information and guidance necessary to plan smarter and live better in retirement.
Coaching Product of the Month March 2007
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Who Inspires the Leader? 
Leadership Lessons for The Real World Margaret J. Wheatley © 2006 
