The Leadership Room

For questions or enrollment: (914) 764-4319

The Leadership Room

The premier leadership training program. Preparing today's leaders for tomorrow's challenges.
Follow Us: LinkedIn

Our Blog

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.

Read More

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.

Read More

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?

Read More

Leadership, Culture And Prostitution

By Gary Rich on Apr. 24, 2012 in Leadership Bites

We conduct a program called The Leadership Room for small groups of executives. During last week’s session we sent the ten participants to retail establishments to study the experience they had with the sales staff. We were interested in the relationship between the intentions of each organizations leadership and the actual behavior on the part of employees. 

As our students were entering the front doors of these retailers, twelve prostitutes were allegedly entering the Columbian hotel rooms of some of the best government operatives in the world. So what’s one got to do with the other?

Read More

Leadership And Latin

By Gary Rich on Mar. 27, 2012 in Leadership Bites

First a quick definition: managing and leading are not the same.  Managing is creating the infrastructure (systems and processes) to achieve organizational objectives. Leading is using one’s self as a catalyst for achieving organizational objectives.  Both are important to a company’s success.

Most successful executives start to differentiate themselves from the herd early in their careers by managing very effectively. It requires competence with the technical aspects of the business they operate in. Often the better we are at managing, the more frequently we are promoted and the more we are given to manage. Then comes that magical moment. The transition point where our ability to manage becomes less crucial and our ability to lead becomes the main thing.

So what?

Read More

Leading Under The Influence

By Glenn Kaufman on Feb. 6, 2012 in Leadership Bites

We should license leaders.  Think about it.  Doctors, lawyers, dentists, psychologists, accountants and host of other professionals all had to pass some kind of test to certify that they knew their fields before they were allowed to practice.  Yes, there are malpractice suits and some of them go astray, but we at least know that they absorbed a body of knowledge that is essential to their field before they could hang out a shingle.  Not so for leaders.

Read More

The Need To Exchange

By Gary Rich on Jan. 30, 2012 in Leadership Bites

Recently, I was meeting with a client who serves on the Board of a large company. Discussing the organization’s performance, he marveled at the fact that although the CEO post had been vacated nearly six months earlier, earnings had not declined. The new CEO would be coming on board soon, and this Director predicted that, “Now, things will really start moving!”

Well, maybe. On the other hand, we’ve seen this movie a few times and they haven’t all had Hollywood sunset endings.

It goes like this: A new CEO enters the company and is heralded by much fanfare, pomp and circumstance. A worldwide introduction is organized, video monitors in thirty seven countries begin humming, there are planted questions from the audience, praise for the past, talk of the future, the familiar “world is changing and we have to change with it” message, and the need for everyone to jump on board, etc. etc. Sound familiar?

Read More

There’s an old saying: “The real discussion begins once the meeting’s over, the decisions have been made and everyone has left the room.”

Recently, I saw this in action while strolling through a conference center where a number of different companies had meetings taking place. At a break, all the meeting attendees spilled from the rooms and began to cluster around the coffee and muffin spread. I’m an inveterate eavesdropper, and I like muffins, so I lingered a little, moving from table to table. As I did, it was hard not to notice the pattern:

Read More

Have You Seen This Bull?

By Glenn Kaufman on Jan. 3, 2012 in Leadership Bites

Over the years, I’ve witnessed many senior leaders come into organizations like bulls in china shops, only to be booted out- some within their first 90 days.  It’s like an immune reaction where the body spits out the offending bug, only with all the organizational collateral damage as a side effect.

No matter how smart or senior you are, you simply don’t have credibility in a new organization until you earn it.

Read More

Dirty Harry

By Gary Rich on Dec. 19, 2011 in Leadership Bites

Recently, at the request of a board of directors, I met with a senior executive who was widely considered to be a leadership disaster, but his business was doing well. He broke every management rule in the book, and was described as short sighted, disrespectful and arrogant. I’d been asked to do some coaching with him.

Read More

Page 1 of 2 pages  1 2 >