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Your Mother Was Right

By Glenn Kaufman on Nov. 13, 2015 in

I was riding the NYC Subway to a doctor’s office for my annual check up when the train grinded to a halt and sat there for what felt like an eternity.  It moved a few feet, and then again, it stopped.  Three PA announcements came on, each proclaiming a different reason for the delay.  I was now going to be seriously late.  I had no phone signal, and to make matters worse, the train eventually changed tracks and I was now several blocks further away from the office that was my ultimate destination.

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What is Leadership Development, anyway?

By Glenn Kaufman on Jul. 6, 2015 in

Virtually all large organizations pay attention to “developing” their leaders.  But what does this really mean?  Is there really one best way to do this?

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Revoking Your License to Lead

Glenn Kaufman

Reviewed by Glenn Kaufman on May. 5, 2015 in Leadership Bites

I am certain that many of you will not like this posting.  So, I’ll make my point right now, and you can quit reading if you feel the urge to get sick.  But do reply - I want to know why you quit reading.  Simply put, we should license leaders.

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Taking Charge:  The Next 200 Days

Glenn Kaufman

Reviewed by Glenn Kaufman on Mar. 30, 2015 in

So you’ve settled in, formed your team, and tackled some issues during your first 100 days. You are feeling like you are starting to get a sense for how the organization works and you have begun to build key relationships.  You may also be thinking that your on boarding is complete, and that you have already earned the right to be a leader in this organization.  Well, you might want to think again.

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Ask Not What I Can Do For You…

By Gary Rich on Feb. 9, 2015 in

That Sinking Feeling

I’m certain that all parents, particularly of teenagers, will be familiar with the scenario I’m about to describe. It’s the moment one of my daughters appears looking guileless and hesitantly ventures:  “Um Dad? Can I ask you a question?”

And instantly, here’s that familiar sensation, a Pavlovian lurch in the pit of my stomach that says I’m not going to like what I’m about to hear, and that it’s definitely going to cost me money.

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Does Anybody Out There Care?

By Gary Rich on May. 20, 2013 in Leadership Bites

You might be surprised to learn how enthusiastic executives are about their own professional development. I always am. And I’m not referring to people at the outset of their careers; from them, I expect enormous passion. I’m talking about seasoned professionals well into their careers. In the past, I wrongly assumed that with time we come to believe we are who we are, that we largely know what we need to know and from a developmental standpoint we’re just Kool and the Gang—but really, nothing could be further from the truth.

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“How Will You Measure Your Life”

by Clayton Christensen

Reviewed by Gary Rich on Jun. 4, 2012 in Biz Lit

Clayton Christensen is the Kim B. Clark professor of Business Administration at the Harvard Business School. He has authored several books, the first of which was “The Innovators Dilemma”. “How Will You Measure Your Life” is his most recent work. In this book Christensen draws on the theories taught in business school and attempts, with mixed success, to apply them to the issues we all face in our personal lives.

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35 Million Years At Work

By Glenn Kaufman on May. 29, 2012 in Leadership Bites

Biologists will tell you that evolution is a work in progress, and for all species, it only ends at extinction.  While evolution seems to have been kind to our species, it did leave us with at least one peculiarity:  our rational, thinking cortex did not replace our more primitive “reptilian” brain stem, but rather, sits on top of it with blazing interconnected circuitry.  What does this have to do with leadership?

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Too Many Bosses, Too Few Leaders

by Rajeev Peshawaria

Reviewed by Glenn Kaufman on May. 7, 2012 in Biz Lit

If anyone can speak with conviction about leadership as a corporate-insider, it is Rajeev.  During his career, Rajeev has worked for such global giants as American Express, Goldman Sachs, and Coca Cola, and has witnessed all manner of leadership types in action.  Just what did he find?  Well, the title of his book says it all.

“Too Many Bosses, Too Few Leaders” is divided into two parts.  While the second part, “Enterprise Leadership” is chock full of advice on how to “galvanize large numbers” of employees in a company, it is the first part of the book, “Self and Team Leadership” that sets this book apart from the pack.

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