Leaders & executives | Page 9 (1,021 items)

As the world changes at increasing speed, leaders must be "more prepared than ever" to let go of the knowledge that got them to where they are today, says a former global executive with Microsoft, Apple and IBM.

A chief people officer's role as a trusted advisor increasingly includes working "in lockstep" with the board, making these leaders a strong fit for CEO roles.

ANZ is piloting a highly-targeted program to improve diversity in its leadership roles, and feedback so far suggests employers shouldn't "underestimate the power of feeling invested in".

The evolution of the chief people officer role in the next five-to-10 years will see a move away from "designing HR for HR", towards "really designing for where the business is at", a CPO turned CEO says.

Ambiguity around "what good looks like" in middle management is an issue for many organisations, but a respected HR authority has come up with a "definitive standard" for these leaders.

Trying to navigate tensions that arise due to pluralism and polarisation without first strengthening the "moral muscles" required is like trying to run a marathon without training, a leader warns.

When employees are disengaged, but resolve to stay with the organisation for want of a better option, they can start perceiving problems where they don't exist, a conflict resolution specialist warns.

When leaders start living healthier, more balanced lives, and encouraging their people to do the same, it completely changes how they "show up", according to an executive who speaks from hard-won experience.

Quiet conflicts exist in every workplace, but by implementing five key principles, leaders can address the underlying 'primal' drivers and facilitate effective resolution, says a conflict coach.

Traditional HR approaches to managing bullying risks are "simply not keeping up with the complexity of the modern-day workplace bully", according to a workplace relations expert.