Michael climbed the ranks to become CMO at his company because of his intuition of market trends and his creative, quick development of innovative ideas
David had one goal as he walked down the hall with his head hung low: make it back to his office without running into anyone.
Suzie, a rising star sales rep in her company, exits Damien’s corner office. As regional sales manager, Damien is known for hitting his numbers and
Promark is excited for the opportunity to support the growth of Pittsburgh, as well as other critical markets throughout Pennsylvania, West Virginia, Ohio and Kentucky.
Regarded as the foundation of emotional intelligence, emotional self-awareness is a leader’s capacity to understand his or her emotions, the behaviors that emerge from them, how they affect one’s performance, and how others’ perceive them as a result.
Although high IQ makes leaders smart, high emotional intelligence (EI) makes leaders great. An effective leader with high EI can navigate the complexities of the market and the emotions of themselves, their teams, and their customers.
Leaders who “check their blind spots” position themselves for success by knowing what competencies they possess, how those relate to the success of the company, and how others around them—peers, direct reports, customers, etc.—perceive their day-to-day effectiveness. In other words, a 360-feedback survey is a professional development, “How’s my driving?” sticker.
Leaders help their companies remain competitive by cultivating workforces that are cognitively complex and varied. Today’s effective leaders value demographically diverse environments and develop cognitively inclusive cultures, which is where exciting business-growth opportunities are discovered.
Truth is, no matter how thrilling or frustrating the year was, every leader can capitalize on the opportunities the end of the year brings to reflect and ready themselves to begin the new year with fresh outlooks, eager teams, and renewed confidence.
Executive leaders operate at the crossroads of many pressures. They’re human, which means another reality emerges at leadership’s crossroads: fumbles. So how should a leader lead in light of the inevitability of a fumble or mistake? How should they lead when it occurs?
