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People gravitate toward leaders like Dr. Anthony Fauci* who exude executive presence, writes Joel Garfinkle for SmartBrief. Fauci commands authority, makes bold decisions, speaks candidly and drives toward solutions, even when things get difficult and frightening, Garfinkle writes. He explores the nuances of Fauci's executive presence so other leaders can elevate their executive presence. Fauci, according to Garfinkle: Radiates gravitas. Acts with authority. Establishes credibility. Communicates powerfully. Click for article *You can note how Fauci exudes executive presence during a free 30-minute live event from 3 to 3:30 p.m. EDT Thursday, July 2 on LinkedIn. Register here for "Dr. Anthony Fauci: What It Will Take to Defeat COVID-19," presented by the Harvard Business Review. 

6 Reasons Your Strategy Makes Your Company Ineffective

Most efforts to transform organizations will fail, writes Michael Beer, the Cahners-Rabb Professor of Business Administration, Emeritus, at Harvard Business School. "And, in most cases, these efforts will miss the mark not because the new strategy is flawed, but because the organization can’t carry it out," according to Beer's recent article on strategy. To survive the pandemic, Beer writes, leaders must examine six hidden barriers that make their companies ineffective: Unclear values and conflicting priorities Ineffective senior team Ineffective leadership styles Poor coordination Inadequate leadership development Inadequate vertical communication Click for article  

Innovation in a Crisis: Why it's More Critical Than Ever 

A McKinsey & Co. article asserts that the COVID-19 crisis presents an opportunity few feel equipped to pursue. Among surveyed executives across industries, only 21% said they have the expertise, resources and commitment to pursue new growth successfully.   Nearly 75% said changes brought about by the COVID-19 pandemic will be a big opportunity for growth, with variation across industries. Nevertheless, most leaders are focusing on current problems instead of the future. This decline in focus on innovation is evident across all industries surveyed except for pharmaceuticals and medical products, which show a nearly 30% increase in the immediate focus on innovation. Click for report

3 Critical Steps to Climb Out of the COVID-19 Crater

Economic leadership expert David Nour, in a Forbes article, writes, "In a recent conversation with a long-time friend and colleague, Mark Kaiser, we discussed what it would take to climb out of the current economic crater. "Mark, as a successful entrepreneur and CEO of high-growth businesses, has spent his entire business life focused on interpreting incomplete and imprecise data that were directional. In our experience, lack of immediacy in available and actionable data can often lead to invalid assumptions, reliance on outdated tools in uncharted waters, and poor decisions regarding the strategic path." Nour and Kaiser explain three steps they think will be critical for businesses. Click for article


Want a sneak peek at the reasons employees place their bosses on the naughty list? Do you respond to employees' requests immediately, or do you blow them off and have to be reminded? Have you asked several workers to accomplish the same task ... because you forgot someone was already taking care of it? Do you expect your workers to pick up your slack when you're kicking up your heels? Do you overlook sharing critical information with the team ... or keep it from them on purpose? Click for article


Even at the most respected companies that follow meticulous succession processes, well-suited candidates may not even make it into the shortlist because they get overshadowed by “safe” or “chosen” candidates, according to a Harvard Business Review report. The report identifies three reasons companies often pick the wrong leaders. Likability, it turns out, counts more than it should. Research shows that highly decisive leaders are 12 times more likely to excel as CEOs, but they tend to ruffle feathers. Their performance reviews might include statements such as "doesn't play nice in the sandbox" and "needs to soften her approach." Click for article    

20 Traits Successful Execs Share

“While leadership styles vary from person to person,” writes Dan McCarthy, “great executives share a number of common, observable behaviors that support their success.” Take No. 10, for example: They regret not taking action on poor performers sooner.  Dennis Rethmeier, CEO of Western Pump in San Diego, plans to talk more about that particular subject on a panel called "What Worked ... and What I'd Never Do Again" during the 2019 PEI Young Executives Winter Conference in Long Beach, California.  “Get rid of the bad attitudes in your business as soon as you spot them. They are like a cancer and will infect your good people,” Rethmeier said. “Don’t hold on to mediocre employees.” The PEI Young Executives Winter Conference will be Feb. 6-8. For more information and to register, click here.  Click for article  


Harvard Business Review Ninety-five percent of people think they're self-aware, but only 10 to 15 percent really are. That means 80 percent of us are lying to ourselves about how great we are. In reality, we're repeating behaviors that others find ... well, annoying. The truth hurts most when we don't know it. Ask for it. This 20-minute podcast explains how to be a loving critic, too. A transcript is available. Click for podcast

Best Leaders Shift Companies Ahead of Market Disruptions

Allen Adamson, co-founder and managing partner of disruptive marketing and product consultancy Metaforce, writes in a CEO magazine blog that the best leaders embrace changing technologies and markets. Those leaders, according to Adamson’s interviews with 100 executives who have weathered various industry disruptions, possess three main characteristics:  Peripheral vision The ability to see and seize The understanding that “success is never final.” Click for article


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