Leaders & executives | Page 89 (1,016 items)

For managers, the office Christmas party is work - an opportunity to reinforce a culture of engagement - not time to let their hair down, says leadership expert Stephen Bell.

One of the reasons why many large-scale engagement initiatives are "hit and miss" is that what is motivating for one worker might be "de-motivating" for another, says leadership consultant Silvia Damiano.

According to Telstra non-executive director Steve Vamos, one of the most important questions HR managers can ask their leaders is: What is possible?

The leaders who add the greatest value to a business are those who actively pursue new connections, and who embrace uncertainty and change, says Corrs Chambers Westgarth CEO John Denton.

It is not people, but the ability to manage people, that is an organisation's greatest asset, says leadership expert Tony Wilson.

Employers spend too much time trying to fix their employees' "weaknesses", when they should really shift focus to capitalise on their strengths, says management consultant and author, David Rendall.

Priming particular workers for particular leadership roles is a risky business, but developing a pool of workers with "adaptive leadership capacity" makes strategic sense, says the University of Western Sydney's Beryl Hesketh.

Managers who coach their team members are more likely to retain them and keep them engaged, according to Life Work Solutions consultant Pamala Crumblin.

The best way to measure a manager's performance is to look at the performance of their team, says leadership author Bruce Rosengarten.

Constructive, meaningful communication - and the action that results from it - can only occur when a manager gains empathy and understanding of a situation, says professional trainer, Rum Charles.