Why Channeling Anger Can Be A Leadership Strength

Anger is underappreciated and expressing it is underutilized. Instead of dismissing anger, we should better understand it and learn how to channel it. We should study leaders who wield it strategically to achieve their aims — regardless of whether we like these leaders or not.

Read my latest article in Forbes HERE

Spectacular (But Very Contrarian) Advice

Win the “jury in your head” to gain credibility — Don’t be Authentic — and Focus on body language and tone.

Spectacular advice from award-winning trial lawyer Heather Hanser, and startup CEO Coach Alisa Cohn in Forbes, on advocating for yourself, winning and leading.

Their article is counter-intuitive but spot on, highlighting what a lot of the “feel-good leadership industry” overlooks.

Article Link HERE.

Women Fall Behind Early at Work: 3 Things We Can Do About That

More than the glass ceiling, it’s the first rung that sets women behind.

Excellent article by Vanessa Fuhrmans on what companies and individuals can do to address the gap, which growing research shows leads to better financial performance.

3 actionable takeaways:

– “Just putting your head down and doing the work” won’t get you ahead. Build key relationships and get known. Bias is real.

– “Assemble your own career ladder.” Get mentors and be strategic.. identify and take on jobs that can accelerate your career, like managing high profile clients or building a business (vs being steered into support roles).

– for Companies: “Apply the same rigour to cultivating junior female managers.” Identify what roles and actions are springboards, position people to succeed – and track the data.

The findings, from the 2019 McKinsey & Company and Lean-In Report, map closely to what I see in my Executive Coaching practice, and the strategies outlined long ago by Prof. Jeffrey Pfeffer in his Stanford University course on Power.

Full article in the Wall Street Journal, HERE.

How to Strengthen Work Relationships and Advance Your Career (my article in HBR Ascend)

* Proud to have my piece shortlisted as a Featured Article of the week by the Editors. *

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Delivering solid work is sadly not enough to always move the needle — at work, or in your career.

Strong interpersonal relationships are critical, and Seeking Advice — the focus of my recent article in Harvard Business Review Ascend — is one widely under-utilised strategy. 

See the full article HERE.

Why We Get The Leaders We Do

Why do we fall for charismatic narcissists, and why do they often rise to the top?

When are they useful for an organization — and when are they disastrous?

One of my favourite pieces — and more timely then ever — that smartly dissects the topic: HERE.

Why *Not* Apologizing May Be Good For You

“As a matter of simple strategy, apologies may not be a great idea.”

Yes, apologizing may be the morally right thing to do, and is what (most of us) have been raised and instructed to do.

But apologies are complicated: Plenty of research shows that apologizing makes you look weak, that we overestimate the benefits an apology brings, and – in a recent NYTimes piece by Prof Cass Sunstein – that apologies can decrease your support.

Scan the corporate and political world and it’s clear that those who don’t apologise tend to go unpunished. In fact, they seem to keep their jobs and fair better: Franken vs Trump in politics; or Tony Hayward (BP, Deepwater Horizon crisis) vs Lloyd Blankfein (Goldman Sachs, Financial crisis) in corporate – an example used in Prof Jeffrey Pfeffer’s course on Power.

So think twice, just as I challenge leaders in my Exec Coaching practice: Apologies are overused and the advantages of *not* apologizing are insufficiently recognized.

Full article in the NY Times HERE.