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Archive: October 31, 2010 - November 6, 2010

Hope: Version 2.0?

Question: Like U.S. presidents, military and non-profit leaders often face the equivalent of "midterm elections" in which they and their strategies are subject to an initial market test or performance evaluation. What's the first thing President Obama, or any leader,...

By Coro Fellows | November 3, 2010; 2:26 PM ET | Comments (3)

How to take feedback

It has been said that success has many fathers but failure is an orphan. A benefit of living in a democratic society is that the people have a voice. Whether or not this week's public feedback changes the makeup of our elected leadership, every leader should first take an honest look at their future plans and at the successes or failures of past performance. Behind every contentious issue is an opportunity to do...

By West Point Cadets | November 3, 2010; 1:51 PM ET | Comments (1)

Start with "what" and "why"

When plans and strategies appear to falter, the simplest questions are often the ones that are the most overlooked. "What were we trying to accomplish and why?" At the strategic level, these answers should be tied to our professed national values and the protection our U.S. security interests. The result should be a clear statement of purpose and the development of well-defined...

By Col. Charles D. Allen | November 3, 2010; 1:40 PM ET | Comments (1)

The people have spoken--listen and speak back

I thought it was telling that President Obama went on Jon Stewart's show last week and complained that the public wasn't aware of everything his administration has accomplished. Who exactly is to blame for that? The president and his team, who have let their opponents define them. He's a master orator, but he needs to do a better job of communicating empathy and understanding where the problems of Main Street Americans are...

By Yash Gupta | November 2, 2010; 11:08 AM ET | Comments (11)

Every day is election day

It's hard--probably impossible--to get everyone behind you, and good leaders will always get feedback from their teams that is surprising, even disappointing. But good leaders headed to greatness are those who brush off the dust, check their egos, listen...

By Susan Peters | November 2, 2010; 11:04 AM ET | Comments (2)

Work with those that would see you fail

We should not accept the appearance rather than the reality of cooperation; nor can we tolerate the unconditional resistance to change seen these past two years. In the long term those who are all about power not purpose, about self-interest not the common good, about control not compassion will be exposed as non-leaders...

By Katherine Tyler Scott | November 2, 2010; 10:53 AM ET | Comments (5)

Obama needs to embrace his critics

One of Obama's biggest mistakes in his first two years has been disdaining his critics, beginning with his demeaning reference at that San Francisco fundraiser during his own campaign and culminating in...

By Marty Linsky | November 2, 2010; 10:47 AM ET | Comments (5)

Appraise the past to build the future

There is no better avenue for swift strengthening of one's leadership than to uncompromisingly review the immediate past. If President Obama and his team can dissect what went well and what did not in the first two years, their leadership of the second two will be far better for...

By Michael Useem | November 1, 2010; 6:13 PM ET | Comments (0)

Take a deep breath

What that means for a leader is that setbacks, even those personally directed at your leadership, are not about you as a person; they are about you as a leader. You must consider such feedback or setback as a challenge. What you do after being tested is the measure of your...

By John Baldoni | November 1, 2010; 5:32 PM ET | Comments (0)

First, focus on jobs

Unfortunately, the midterm elections contain no good news for President Obama and the Democratic party. The mantra that Bill Clinton never forgot--"It's the economy, stupid"--must become President Obama's mantra as well. The disastrous losses in this midterm vote gives the White House a perfect opportunity to refocus on...

By Kathryn Kolbert | November 1, 2010; 4:19 PM ET | Comments (7)

Obama's gift of opportunity

Rather than respond defensively to unambiguously negative feedback, the first thing any organizational leader should do is to thank his evaluators for the opportunity to tackle the areas of deficiency and make things right before problems escalate to irreparable levels. Whether considering President Obama or...

By Amy Fraher | November 1, 2010; 3:28 PM ET | Comments (0)

Five ways to serve the people

Take responsibility: if your key stakeholders believe that you have made a mistake, you have made a mistake (either in strategy, communication or style). Avoid 'blaming' your stakeholders...

By Marshall Goldsmith | November 1, 2010; 3:18 PM ET | Comments (2)

It's not what he says, it's whether he means it

President Obama will say, as all presidents have under similar circumstances, that he congratulates the winners, has heard the message sent by the voters and looks forward to working with the new Congress for the good of the American people. He will then visit countries where he is more popular...

By Slade Gorton | November 1, 2010; 3:14 PM ET | Comments (1)

Obama's three first steps

More important than speed is thoughtfulness. President Obama should take time to study the results of the election, plus any associated polling and background interviews and information. Thereafter he should do three things...

By Howard Gardner | November 1, 2010; 3:09 PM ET | Comments (1)

Acknowledge the reality

I once asked an executive team what they were going to do with the devastating results of an employee survey. The managers' first reaction was, "Well, we certainly can't post those!" To which, I replied, "Why not?...

By Carol Kinsey Goman | November 1, 2010; 2:33 PM ET | Comments (2)

 
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