Executive Management and Leadership

Long gone are the days when you might expect to manage a relatively homogeneous team—that is, individuals from one culture, national background, and the like. Now your team will often consist of individuals from very diverse backgrounds, and those individuals could be geographically dispersed to a great extent, as well.
"Just because you are CEO, don't think you have landed. You must continually increase your learning, the way you think, and the way you approach the organization. I've never forgotten that." - Indra Nooyi, CEO PepsiCo
As the saying goes, you either have lunch or be lunch. When Kodak filed for bankruptcy restructuring, I wept over my vintage Brownie and played the Kodachrome lyrics by Paul Simon:

You give us those nice bright colors
You give us the greens of summers
Makes you think all the world's a sunny day, oh yeah!
I got a Nikon camera
I love to take a photograph
So Mama, don't take my Kodachrome away

What can executives and professionals take-away from this? Why does a company that has talented teams who create bleeding edge products see failure, because executive management fails to capitalize on it?

Amid today's social, mobile and cloud revolutions, its time for executive search firms to help leaders, executive teams and their boards develop and recruit new skills.

What makes a great workplace? Trust is essential. Pride in the work is key. Camraderie strengthens teamwork.

What are some important traits of leaders who are able to achieve a thriving workplace?

First, leaders who are successful in fostering a positive workplace culture must have the courage and the confidence to develop a space where organizational objectives are carried out by a team of employees who are, not only willing, but who desire to give their very best. In order to achieve that level of teamwork, companies must invest in their employees. Employee investment is paramount for maintaining talent, which has been a major concern for management leaders throughout the global economic dowturn.

It is perhaps natural to assume that extroverts will always make the best leaders. However, in a recent discussion for Harvard Business Review, Francesca Gino, Professor of Business Administration, argues that those who have a quieter or more introverted nature can be highly successful leaders, possessing attributes that extroverts do not have.

How do you engage and assign tasks to your team? How do you maintain flow in the workplace?
Striking the right balance when getting things done is crucial to achieve successful results and to also foster long-term growth. Many leaders may have that "go-to" person on staff they can always count on to get the job done, but going to the same person again and again is usually not the answer.

While senior managers certainly want to utilize the talents of their most accomplished employees to their full potential, "tapping out" the energy of the same employees while not fully engaging the abilities of others is not the right solution for leaders who not only want to get the job done, but who also want to foster growth for the future.

We recently spoke about the value of trust in business and leadership. Purpose is another essential element that must be present for organizations and leaders to achieve success. Its importance may seem obvious at first, but purpose provides both qualitative and quantitiative value that is often not fully considered.