Leadership & the role of brand
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This document discusses how brands can enhance leadership. It argues that brands can act as an organizing principle that tells an organization how to deliver and allows it to move into new categories. Brands also carry a huge amount of information to many people, driving behavior and making values visible. Additionally, brands can energize, focus, and generate action by communicating big ideas in a simple way. However, employer brands alone usually do not have a systemic effect. In summary, when developed properly, brands can enhance leadership by providing structure, communicating effectively, and motivating action.
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In sports, the “Sports Illustrated Jinx” is believed to affect athletes who appear on the cover of Sports Illustrated and in the entertainment industry, the term “Sophomore Jinx” refers to successful new performers who do not live up to the quality of their debuts. What is the “CEO Disease” and how is it related to CEOs achieving the SUPERSTAR STATUS?
The Corporate Culture Conundrum - Building the Entrepreneur from Within - Mic...
Balancing corporate culture with personal growth and your entrepreneurial spirit can create an intrapersonal struggle. In this presentation we will look at what it takes to be an ‘intrapreneur.’ We will look at the characteristics of intrapreneurs and how to leader succeed in building cultures that encourages entrepreneurialism. Participants will receive real life case studies and insights to take back to their team to implement.
Managing high-growth enterprises FINAL
This document discusses managing high-growth enterprises. It covers the entrepreneur personality traits including strengths like vision and perseverance, and weaknesses like excessive optimism. It also discusses the key challenges high-growth enterprises face related to cash flow, processes, and relationships. Finally, it provides advice on partnering with high-growth enterprises, including how to pitch services, consider various pricing models, and structure reporting. The overall document aims to provide guidance to consultants on effectively working with and advising high-growth businesses and their entrepreneurs.
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This document summarizes the key benefits of CEO peer groups based on the experiences of the author, who has run peer groups for two years. The main benefits discussed are: 1) Being surrounded by other successful leaders pushes members to achieve more; 2) Peer groups encourage bigger thinking and risk-taking; 3) Members receive honest feedback and can address weaknesses; 4) Cross-pollination of ideas from different industries sparks innovation; 5) The "master mind" effect of collaborative brainstorming; 6) Vulnerability and support among trusted peers; 7) Finding people who understand the challenges of leadership.
6 Best Leadership Tips For Business Owners
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As a lifelong entrepreneur, I’ve been able to find a lot of success in building businesses, like LiveGlam, from these leadership ideas. This presentation is a list of my top tips for becoming a better leader from my personal experience building companies as well as from other business leaders!
Engaging Leadership
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Creating a good workplace
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Are You Your Employees’ Worst Enemy?
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Leadership Key Whitepaper
Executive Summary
Research by AON Hewitt tells us that nearly half of the world’s employees are not engaged, and that each disengaged employee costs your organisation an average of $10,000 in profit annually.
Why is employee disengagement so high? Is it something all organisations just have to “live with” or is there a way of managing it and perhaps converting disengaged employees into team members who are happy and enthusiastic about their work?
There are many benefits to having a workforce that is engaged in their work.
Employees who are actively engaged in their work:
• are happier and less likely to move on to another competitor
• tend to feel less stressed and call in sick less
• feel that their actions matter so are more likely to work diligently which increases quality and productivity
• have positive attitudes about their company, management,
co-workers and customers making them more likely to share their time and talents and bring their best ideas and creativity to their workplace
Unfortunately, the recent climate of economic uncertainty has thrown many organisations into turmoil as they struggle to make changes so they can maintain a competitive foothold in the marketplace. It is the employees who are feeling the strain as their employment or promotional prospects look shaky and internal communications dry up while senior executives work out how to deal with the situation. That’s where employee disengagement enters.
In this paper we pose the following questions:
• Is your workforce destined to remain disengaged?
• What does that do to your business performance?
• More importantly what does it do to morale?
• Is disengagement contagious?
• Is it systemic?
• What can you do to overcome disengagement?
We found that in many cases, employee disengagement is a systemic organisational issue. It is caused or aggravated by out-dated systems which ignore the basic needs of the employee and exist primarily for the benefit of the business. It’s an old strategy which is well past its use-by date.
Successful organisations have identified the main factors behind disengagement and have begun to address them. They have realised that their leaders hold the key to employee engagement because they are the meeting point between employee and organisational needs.
Leadership Key Whitepaper 2015 by LeadershipHQ
Research by AON Hewitt tells us that nearly half of the world’s employees are not engaged, and that each disengaged employee costs your organisation an average of $10,000 in profit annually.
Why is employee disengagement so high? Is it something all organisations just have to “live with” or is there a way of managing it and perhaps converting disengaged employees into team members who are happy and enthusiastic about their work?
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Unfortunately, the recent climate of economic uncertainty has thrown many organisations into turmoil as they struggle to make changes so they can maintain a competitive foothold in the marketplace. It is the employees who are feeling the strain as their employment or promotional prospects look shaky and internal communications dry up while senior executives work out how to deal with the situation. That’s where employee disengagement enters.
In this paper we pose the following questions:
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• What does that do to your business performance?
• More importantly what does it do to morale?
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• Is it systemic?
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No One Told Me - AFLV West
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Leadership report
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2. Different leadership styles exist depending on the situation, including styles focused on tasks versus people. Situational leadership adapts to different situations.
3. Effective leaders inspire and motivate followers, create other leaders, and take action rather than just planning. Good leadership requires vision, engagement, role modeling, and continuous improvement.
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Leadership & the role of brand
- 1. IF YOU’RE NO BRANSON, USE YOUR BRAND LEADERSHIP AND THE ROLE OF BRAND SEAN MCKNIGHT HEAD OF CONSULTING, DAVE 28TH APRIL 2010
- 2. EXCEPTIONAL LEADERS ARE THIN ON THE GROUND ’95% of employees do not know or understand their companies’ strategy.’ Harvard Business Review ‘Only 36% of senior executives polled thought their employees cared about whether or not their business was successful.’ Corven Consulting
- 3. ENGAGEMENT AT WORK IS LOW 16% 60% 24% ENGAGED NOT ENGAGED ACTIVELY Loyal and psychologically May be productive DISENGAGED committed Not psychologically connected Physically present but Productive More likely to miss workdays psychologically absent. Likely to stay More likely to leave Unhappy with their work Less likely to have situation accidents on the job, Insist on sharing their Less likely to steal. unhappiness Source: Gallup Poll data of Great Britain, working population 18 years and older. n=1,006
- 4. EXUBERANCE
- 5. BIG IDEAS
- 6. FOCUS
- 7. ENERGY
- 9. ENERGY & CREATIVITY CLEAR POINT OF VIEW ON THE FUTURE LEADERSHIP ABILITY TO ENGAGE PEOPLE
- 10. ENERGY & CREATIVITY CLEAR POINT OF VIEW ON THE FUTURE BRAND ABILITY TO ENGAGE PEOPLE
- 11. 4 WAYS BRANDS ENHANCE LEADERSHIP…
- 12. 1. BRANDS ACT AS AN ORGANISING PRINCIPLE
- 13. THE BEST BRANDS ARE BUILT FROM THE INSIDE OUT PRIDE DESIRE INTERNALLY EXTERNALLY
- 14. TELL YOU HOW TO DELIVER “A BRAND IS A LIVING ENTITY AND IT IS ENRICHED OR UNDERMINED CUMULATIVELY OVER TIME, THE PRODUCT OF A THOUSAND SMALL GESTURES.” MICHAEL EISNER
- 15. ALLOW YOU TO MOVE INTO NEW CATEGORIES
- 16. DRIVE THE WHOLE BUSINESS
- 18. WHY BRAND?
- 19. INTERNAL REFERENCE POINTS EXTERNAL REFERENCE POINTS
- 20. INTERNAL EXTERNAL COMPETENCY CATEGORIES HARD BRAND SOFT CULTURE IMAGE
- 21. 2. BRANDS CARRY A HUGE AMOUNT OF INFORMATION TO A HUGE NUMBER OF PEOPLE
- 22. A BIG IDEA IN A SMALL PACKAGE
- 24. MAKING ORGANISATIONAL VALUES VISIBLE
- 25. 3. BRANDS ENERGISE, FOCUS AND GENERATE ACTION
- 26. IDEAS THAT ARE EASY TO PASS ON
- 29. 4. EMPLOYER BRANDS DON’T WORK
- 31. USUALLY DON’T HAVE A SYSTEMIC EFFECT
- 32. IN SUMMARY BRANDS CAN ENHANCE LEADERSHIP 1. BRANDS ACT AS AN ORGANISING PRINCIPLE 2. BRANDS CARRY A HUGE AMOUNT OF INFORMATION TO A HUGE NUMBER OF PEOPLE 3. BRANDS ENERGISE, FOCUS AND GENERATE ACTION 4. EMPLOYER BRANDS DON’T WORK
- 35. THANKS SEAN MCKNIGHT HEAD OF CONSULTING sean.mcknight@dave.biz +44 (0)20 3128 6429