Great leaders just keep delivering results, even under difficult circumstances. Despite challenging goals, internal and external pressures and all the roadblocks encountered along the way, these leaders continue to find ways to motivate their team to persevere and win.
What is it that sets them apart? Why do the teams they lead consistently deliver on objectives? Why are they such great executors? Here are the five distinct characteristics I’ve witnessed first-hand that help great leaders consistently achieve their objectives:
Women know a lot about giving support. They support friends, families, partners, colleagues, children. But when women start their own businesses, for myriad reasons, support can be conspicuously absent.
Eight years ago today I made a high-stakes career change. It felt like stepping off a cliff, it felt like madness – one of the gutsiest decisions I have ever made.
I wasn’t the only one who thought I was mad. Not many walk away from partnership in a large accounting firm voluntarily, with no defined path, but an incessant internal voice that said it was time to pit myself against new challenges and see what I was capable of.
Authentic leadership: An approach to leadership that emphasises building the leader’s legitimacy through honest relationships with followers which value their input and are built on an ethical foundation. Authentic leaders are positive people with truthful self-concepts who promote openness.
When it comes to team decision-making, we shouldn’t need research to back the idea that more diverse and inclusive environments will lead to better outcomes.
One would think it’s a given. Two heads are clearly better than one. But two different heads are ultimately better than two that simply think the same.
Modern women have learned that career success is not about adjusting to the male-dominated status quo. It's about changing that status quo by embracing what makes diverse perspectives unique, and overcoming the doubts that keep you from reaching you full potential.
No matter where you are in your career, follow this advice from successful female business leaders to help you get ahead.
Becoming a successful entrepreneur takes more than a great idea and important connections (although both do help). Making the shift from the steady life of a full-time employee to the unpredictable world of entrepreneurship requires a shift in mindset that many overlook. In fact, some of the work habits you so carefully honed as a good employee don’t necessarily translate well into the world of an entrepreneur.
According to the Small Business Administration, only half of new businesses will survive to see their fifth year. Making that mental switch from employee to entrepreneur can help you avoid being one of those businesses that doesn’t make it. Here are seven tips for thriving while adjusting to life as an entrepreneur:
When Facebook COO Sheryl Sandberg lost her husband suddenly in 2015, her colleagues weren’t sure how to react. They stayed silent to avoid adding to her pain, and Sheryl, already reeling from the shock and grief, was left feeling isolated and invisible.
It wasn’t until she opened up in a heartbreaking Facebook post that co-workers, friends and strangers began reaching out. It made for a painful, but poignant, lesson – one that the high achiever and bestselling author decided to share. Teaming up with psychology professor Adam Grant, Sheryl drew on her experience to pen a book on grief, Option B: Facing Adversity, Building Resilience and Finding Joy, to help people deal with tragedy and give those around them tools to offer meaningful support.
Four young Australian entrepreneurs have given their top tips for making it big before the time you're 30. The business founders spoke at Macleay College entrepreneurship forum in Sydney.
Their message was simple — the world is accepting entrepreneurs younger and more readily than ever before, so just throw yourself out there. Here are some of the best nuggets of advice given by the women at the forum, as reported by Techworld:
Recent research studying grape growers in Champagne, France, has potentially wider implications for women in business, having shed light on the financial power of informal relationships that develop among women who work in the same industry.
The research, outlined in the Harvard Business Review, focused on a market in which women are firmly in the minority, making up only 14% of the researchers’ sample.
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