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This web archive houses articles featured since Summer 2013, when our site launched on its new web platform. However, Peak Development's archive of articles goes back at least 5 years, and in some cases further. If you are unable to find what you're looking for in this archive, feel free to contact us, and we may be able to assist.
“People trust you to lead them with competence and character even in the midst of crisis and hardship,” writes Doug Conant, author and former CEO of Campbell’s. “They’re depending on you to show up. Even when it’s really, really hard. That’s why it’s important to remember that no matter what tumult is thrown into your path by forces outside your control, there is always one thing you can absolutely control: your response to the situation. You always have a choice.”
“Edelman’s 2017 Trust Barometer, which surveyed more than 33,000 people in 28 countries, shows the largest-ever drop in trust in ‘the system,'” writes Eric McNulty in Strategy+Business. “The findings suggest we are in a situation where those who aspire to lead need to fundamentally rethink what they do and why they do it.”
“Many of us feel at times as if we are impersonating a leader rather than working out what it means to be ourselves in a position of leadership,” writes Jesse Sostrin in Strategy+Business. “Instead of covering up those underdeveloped areas, great leaders learn how to operate as they truly are.”
Everything you do—every action you take or word you speak—sends a message. Says author and CEO Jim Schleckser, “If you want people to follow what you say, you need to act in a similar fashion…It’s the kind of optics you send to the organization. The takeaway is that as a leader, your actions speak louder than words, but your words also need to be consistent with your actions.”
“A recent survey conducted by The Harvard Business Review reveals that autonomy at work (not micromanagement) is the key to employee satisfaction and organizational achievement,” writes Allen Lau. “So, the question becomes: How do you create a workplace culture that produces results while providing staff with the freedom to do things their way?”
“Effective leadership isn’t generic,” suggests Eric Garton in Harvard Business Review. “To achieve great performance, companies need a leadership profile that reflects their unique context…We found that the same is true of leaders: They must be spiky, not well-rounded, and those ‘spikes’ must be relevant to the way that the company creates value.”
“Asking your people to be more strategic can feel like telling them to get taller. What can you—or they—really do to make that happen? Fortunately, strategic acumen is not like one’s height. The ability to think, act, and lead strategically is a skill, and anyone can become better at it.” Ken Favaro shares two approaches for giving executives the opportunity to develop their strategic acumen.