As an owner, principal, or executive of a business you recognize that you have authority over those who work with you. You may refer to yourself by your title, but you have a more important job; that of a leader. Leader –– this conjures up visions of...

Leadership Sand Traps: Tips from the Links
By Karl Walinskas

What a wonderful day in central Florida it is. The sun is shining, a woodpecker gently taps on a nearby cypress tree, and I’m standing on the first tee at Diamondback golf course, ready to light up the scorecard by shooting in the low eighties. I use a three iron and stealthily launch…

Could Harry S. Truman be elected in the today's political context? Probably not. A candidate who really tells it like it is would likely alienate too many factions of the voting public. Instead, contemporary candidates employ...

Recommended Reading:
First, Break All the Rules: What the World's Greatest Managers Do Differently
by Marcus Buckingham and Curt Coffman

First, Break All the Rules is the culmination of over 80,000 interviews conducted by The Gallup Organization. This is insightful work; no pundit-speak and no ivory tower theorizing. The authors stress that good managers spend more time with their best performers than with their less productive counterparts, that they fit people into the right roles and hire for talent rather than experience, that they focus on strength rather than weakness, and that they clearly define the right results as opposed to the right steps. Buckingham and Coffman also illustrate ways to promote and compensate people for honing their valuable talents instead of seeking new tasks that will take them up the company ladder. Buckingham, a senior lecturer in Gallup's Leadership Institute, delivers the text as if he knows what he's talking about, which he does.