Leading By The Incompetent - Should I Leave?

 (Image courtesy of Flickr user JD Hancock)

I ran across this article that I wanted to post. Warning..the language is a bit harsh.  But it really makes the point and emphasizes the point I want to make:

Career Advice: Leaving is a Career Management Strategy

Source: (MoneyWatch)  COMMENTARY You hear it all the time: "He's completely clueless." "What in the world were they thinking?" "That's the dumbest idea I've ever heard." And when you hear it coming out of your own mouth, that means you're having an "idiot boss" moment and are probably heading for the margaritas, the LinkedIn (LNKD) jobs page, or both.

It's rough when your boss is an idiot. Even worse is when the CEO is an idiot. And sometimes the idiocy propagates throughout the entire management team like a contagious superbug.

A friend of mine is jumping ship from a once-great company that's now run by morons. The company used to have a market cap of $50 billion. Now it's worth about one tenth of 1 percent of that. When my friend actually pondered if he should quit the Popsicle stand for a better position at an awesome, growing company, I thought, "OMG, the idiocy's gotten to him too!"

I have those idiot boss moments all the time. No, I don't really have a boss these days, but now it's even worse because I'm always hearing and writing about executives and boards of companies that make the same dumb mistakes over and over. And some of them are pretty hard to believe.

10 reasons why smart people do dumb things
3 types of bosses that should be fired
7 tips to manage your boss -- and yourself

Over the past year alone, executives of tech giant HP (HPQ) and BlackBerry maker Research In Motion (RIMM) couldn't have done a better job of driving their companies off a cliff if they'd cut the break lines and floored the accelerator pedals themselves.

RIM's co-CEOs recently stepped down, replacing themselves with a guy who plans to keep things more or less status quo. Investors, who lost about $70 billion over the past three years or so, weren't too happy about that. Isn't the definition of insanity doing the same thing over and over and expecting a different result? Yeah, it's not too bright, either.

Yahoo's (YHOO) corporate color is purple. Company founders Jerry Yang and David Filo thought that was the color of creativity and innovation. After five years of mega screw-ups and gross mismanagement, I'm beginning to wonder if somebody dropped a batch of magic mushrooms into the purple paint at company headquarters. I don't think shareholders would be one bit surprised to learn that Smiley here, from Yahoo's corporate values page, is actually running the show.

Enough with the fun and games; let's get serious about what you should do when you have those idiot boss moments. Here's a hint: it's not necessarily all bad; you have more choices than you think.

Are you sure it's not you? In the case of my friend's company, as well as Yahoo, RIM and HP, there is definitely something screwy going on with the leaders of those companies. But that's not always the case. Sometimes we lash out at our bosses because we're frustrated with ourselves, jealous that someone else got the promotion, or angry that we're not doing better than we are. Sometimes we're looking for a fall guy or someone to demonize because it's too painful to look in the mirror. Not that I'm a shrink or anything, but it's often the case, nevertheless.

Cut them some slack. To be fair, most employees aren't aware of everything that goes on behind closed doors and exactly why decisions they may think are stupid are actually made. And even if they are dumb, bosses are human too, which means they're allowed to make mistakes. Nevertheless, it's frustrating when those mistakes give you a massive headache or a shrinking bank account. In that case, you still have three more choices.

Say something to someone. Not that I'm saying you should, but before you drink yourself into oblivion, drive yourself nuts, or throw in the towel and move to a deserted island, you might consider actually saying something to your boss or someone in the chain of command. Who knows? They might actually appreciate the feedback. Maybe you know something they haven't thought of. Or maybe they'll label you a troublemaker and fire you on the spot. I'd think long and hard about it, but in any case, it's an option.

Head for the bar. Or better still, the gym. When you're stressed out, burned out, or just plain mad at the world for sticking you with a bunch of idiots for managers, it always helps to remind yourself that life is more than your job. So, whatever works for you to push the reset button and get some perspective, do that -- you'll feel better. And keep doing it over and over until you can't take it anymore. Then you're down to the last option.

Head for the hills. The reason why you should never let any of this stuff really get to you, ruin your day, or ruin your life, is because you live in a free country. And while it's a really tough job market, you can always quit and do your own thing or, in time, find another job. Sometimes even committing in your head to get the heck out as soon as you can and beginning the search process is enough to make you feel better. Really.

Those are my five ideas for what to do about an idiot boss. If you've got a better idea, I'm sure we'd love to hear it. Image courtesy of Flickr user JD Hancock.

Reward Value, Not Face Time

Featured Category: Leading, Managing

Source: Reprinted from HBR.org.: February 21, 2012 by Tony Schwartz

"My manager expects me to be at my desk from 9 to 5," a highly successful salesperson lamented during a break at a session I was delivering at a progressive company in Silicon Valley. "I love my job," she went on, "but I have an hour and fifteen minute commute each way, and it's just wearing me down."
"Could you do your work from home?" I asked. "Absolutely," she told me.

How crazy is that? Her boss shouldn't just be allowing her to work from home, he ought to be encouraging it.

Most employers still tell their employees when to come to work, when to leave, and how they're expected to work when they're there. Why not measure employees by the value they create, rather than by the number of hours they sit at a desk?

Too many companies continue to operate by the premise that their employees can't be fully trusted, and so treat them as children, who must be continuously monitored.

The solution is to hire people you're prepared to trust, and then treat them as adults, capable of making responsible adult choices. Do that, and it's a good bet they will. Indeed, considerable evidence suggests that the more confidence managers have in their people, the better they perform.

At the same time, companies who give employees more autonomy have every right to expect accountability. That begins with clearly and explicitly defining what success looks like in any given job, and making that, rather than face time, the measuring stick.

I learned this very quickly in my own company. My first instinct was to have everyone at the office at the same time, because it seemed the most efficient way to work together, and it was convenient for me.

As it turned out, one executive had three young children, and lived more than an hour from the office. Spending that much time commuting wouldn't have served her or us well. Another employee told me she was much more productive working from home. What I know now is that she gets a ton of work accomplished there.

A third employee's commute takes twice as long if he leaves during rush hour, so now he comes in early and leaves early, when he's not working from home. I myself like to write at home in the early morning, and come into the office later.

There are times, it turns out, when it's important to have our whole team together, so we do try to schedule at least one day a week when that can happen.

What we've created is a variation on something called the "Results Only Work Environment," which was first launched among corporate employees at Best Buy. "The simplest definition of a ROWE," founders Cali Ressler and Jodi Thompson have written, "is that each person is free to do whatever they want, whenever they want, as long as the work gets done."

Plainly, there are jobs where face-time is critical, such as a factory worker, or a salesperson in a retail store. Even at that, technology has made it possible to do many such jobs from anywhere. Most Jet Blue customer service agents, for example, work from home.

Giving people more freedom isn't just about when and where they work, it's also about how they work. Letting go of the "how" was something I found more challenging as a leader, because I invariably had strong opinions about the best way to do almost anything.

Over time, I discovered that the more autonomy I gave people, the more confident and expert they became in their domains, the more ownership they took of their results and the happier they were at work. I do weigh in today, and I try to be the voice of the big picture, but I almost never insist on my point of view.

If you define clear deliverables, and give people full responsibility for achieving them, my experience is they'll over deliver far more often than they fall short. They'll also feel more comfortable seeking help when they need it. As Hew Evans, a Sony HR director in Asia, puts it: "If your manager knows what you're doing all the time, you're not doing you're job, and he's not doing his."

In our work with organizations, we do an exercise in which we ask employees to define their workdays in a way that would allow them to feel most productive and satisfied. Then we ask managers to meet with each of their employees and talk about how to best meet each team member's unique preferences, while also taking account of the team's overall needs.

The job of a leader or a manager, I've concluded, isn't to tell people how to get their jobs done, or when and where they do their best work. Rather, it's to free, fuel and inspire them to bring the best of themselves to work every day.
Reprinted from HBR.org.

Is U.S. Management the Best in the World?

Posted on June 17, 2011 by Success TV

Four prestigious schools and one consulting firm: Harvard Business School, London School of Economics, McKinsey & Company, and Stanford say, “Yes.” They spent ten years studying a range of management practices in 10,000 firms in 20 countries to generate an overall management score.

 Please post your comments....what's been your view and experience?
JoAnn

Read the rest here...http://site.successtelevision.biz/leadershipskills/index.php/uncategorized/is-u-s-management-the-best-in-the-world/

Join in on the Learn to Manage - Mini-Course

Introducing a Free - Mini-Series - Learn to Manage

Topic Focus: Management Training, Learning to Manager, Management Coaching

Here is the truth related to managing and management training: these days it's pretty challenging and even more so, when you've not had any training at it.

Unless a comprehensive management training is offered at a company (and that is usually in the case of larger companies with more financial resources), it is all over the board. It's somewhat accessible, inconsistent and has little if any continuity. And, in some cases it's dated information; not relevant to the unique demands of the 21st century workplace.

I am bound and determined to change that.  For those who want help, I want to give it to them.

Over the course of the next few months, I'll be putting together a management training & coaching program. It will be meaningful, help create results, have some unique features/qualities, have continuity and be relevant....AND....it will be affordable.

Also, it's for anyone.  No matter how long you've been a manager - anyone can benefit from it.  If you know of someone who needs or wants this - please pass it on.

If you have any questions regarding your experience with this free mini-series, don't hesitate to contact me or post to this site: joann@joanncorley.com.

How To Participate
1. Subscribe to this blog
2. Follow on Twitter with this Hash Tag - #mmc (management mini-course)

To your success!

Link to first lesson: 

http://www.the1percentedge.com/2011/03/management-mini-course-lesson1-what.html#links

The Best Management Quote of the Day

"Until the person-job match connection is made, organizations will continue to under-fund proactive investments to ensure that the right people are filling jobs in their organizations, and to over-fund reactive investments in dealing with employee performance problems."

This quote comes from the article entitled: The Hidden Cost of Poor People Performance.

To read the entire article (though in 2004)....sadly...not that much has changed....go to this link: http://www.inc.com/articles/2004/12/karsh.html

Fundamentals of Effective Management

Delivered in Chicago several years ago...it's a candid and informational look at a few essentials to effective management.

For information on additional topics for keynotes and training seminars, go to: http://www.joanncorley.com/Topics.html

The No. 1 Reason Why Good Managers Fail to Become Great

By Sean Silverthorne | December 23, 2010

Most organizations have only a few great managers. This is a sad state of affairs since many more managers are smart, capable, and could be much better than they are now.

So what’s stopping this improvement?The short answer: the managers themselves. Good managers fail to work hard enough to improve themselves. They reach a certain level of proficiency — good — and stop there, according to Harvard Business School professor Linda Hill and her collaborator Kent Lineback.

“Managers rarely ask themselves, ‘How good am I?’ and ‘Do I need to be better?’ unless they’re shocked into it. When did you last ask those questions?” they ask in the latest issue of Harvard Business Review.

What are your first steps toward improvement? Start with a clear realization of what managers do, namely that they are responsible for the performance of a group of people. This work is achieved through exerting influence that “makes a difference not only in what they do but also in the thoughts and feelings that drive their actions,” write Hill and Lineback.

Once you understand what you do, the authors offer some great methods for managing yourself, your network and your team. I especially liked their section on what you can do right now (Prep, Do, Review) to improve performance. Read the full article Are You a Good Boss — or a Great One? on HBR.org. The authors also have a new book, Being the Boss: The 3 Imperatives for Becoming a Great Leader

Are You Prepared For 21st Century Leadership?

There has been a study released conducted by the well respected Center for Creative Leadership, where this question was posed, “Do the leaders within your organization have the skills they need to be successful in the future?”  Several thousand leaders participated in the study, the results of which produced a list of key skills necessary for leadership success.

Here they are:

1. Leading people: directing and motivating people.
2. Strategic planning: translating vision into realistic business strategies, including long-term objectives.
3. Managing change: using effective strategies to facilitate organizational change.
4. Inspiring commitment: recognizing and rewarding employees’ achievements.
5. Resourcefulness: working effectively with top management.
6. Doing whatever it takes: persevering under adverse conditions.
7. Being a quick learner: quickly learning new technical or business knowledge

I would say no matter what level of leadership and management you hold, the ability to do these things well will make a difference in your leadership success.

This is pretty cut and dry and I wanted to post the list for your self assessment and reference.  YET, the other critical and essential question that must be asked in conjunction to this question is this: “Do your leaders have the qualities (different than skills) to effectively lead your organization now and into the future?”

Revealed in the study referenced above are answers to this question, though the question was not posed in my way.  What was recorded were other qualities leaders felt that they had that were valuable, but  considered not as important though necessary.

• building and mending relationships,
• compassion and sensitivity,
• cultural adaptability,
• respecting individual differences,
• composure,
• and self-awareness.

WHAT!…not as important…ghez!  This study again reveals the great disconnect between qualities, functional skill and effective leadership.  In fact the very qualities listed about are EXACTLY what is needed to execute the original list with some measure of success.

We’ve got to begin to see that business IS behavior and the qualities that drive it.  To expand on this, please download my expanded article The Behavior of Business. For those who do get it, you will set yourself apart and help lead your company to greater profitability no matter what role you have!
Get here: http://www.joanncorley.com/uploads/The_Behavior_of_Biz_-_c.pdf

Managers Expected to Coach Workers Every Day

Managers expected to coach workers every day...hugh?

Nearly nine out 10 firms expect their managers to deliver coaching as part of their day-to-day work, according to a new survey by the Institute of Personnel and Development.

The vast majority of employers believe coaching can deliver tangible benefits to both individuals and organisations, said the Institute. The majority of employers planned to increase the use of coaching over the next few years, it added. 

The research also found that coaching provided by a manager or supervisor is becoming increasingly popular as the value of sustainable on the job learning is recognised in the workplace. 

However, research also suggests that if coaching is to deliver these significant benefits, employers need to ensure that their line managers are provided with up-to-date Manager-as-Coach training to be able to deliver the results.

 -Training & Development. -2008. Management Issues News

My Comments:

I have to say, there is a huge gap between stated expectation and reality...even belief vs. reality.

As one who has talked to thousands of Managers across North America...many do not have the thought of coaching in the repertoire, let alone know how to do it.

In fact, I've discovered a vast majority of managers have little to no training on the basic fundamentals of management.

True belief is supported with action and investment.  What are your beliefs and practices surrounding the skill of coaching in your organization?

Keep Your Professional Edge - Find Your 1%!

 The Power of 1%

In all the years that I’ve conducted seminars and workshops across the country, I’ve come to this conclusion: It’s not about how much you know or the volume of knowledge you possess. But - is what you know relevant and is that relevant knowledge being applied to gain meaningful, intended results? (By the way, you always get results; the question is, are these results what you really wanted)?

I’ve also learned that great, relevant knowledge can come in small packages.  It could be one quote or one principle that when applied can gain significant results.

Consider this brief story:

I recall an executive coaching client several years ago who was seen as ineffective in his new role as vice president.

In our initial meeting, one of the first items we discussed was what he considered to be the critical priorities that would substantially improve his effectiveness (mind you it wasn’t working more hours…he was working plenty).  We determined the most essential action was taking the time to plan.

You mean it was something as simple as applying one principle - taking the time to plan was the initial targeting solution? 

Believe it or not - yes! The simple act of planning his week and in that mapping in his schedule the most critical, non-negotiable actions that absolutely needed to happen to create meaningful results.

The result?...within just a few weeks his direct report saw a complete turn-around in his performance.

Awh….there’s the formula - one simple principle applied generated a significant, meaningful, intended result.

Therein lies the premise of this book.

I’ve taken many of my “small package” simple tips, principles, and how-tos and laid them out in a compact book format for your consideration.

This is a tool for targeted learning for busy professionals.  Targeted learning is intended to get at the meat or essence of something quickly…so it can be used just as quickly.

It comes in a portable handbook format or an expanded version which includes coaching questions and a place for notes:

Order handbook here - The 1% Edge - the handbook

Order workbook here - The 1% Edge - the Workbook


You can also follow the blog: www.the1percentedge.com

Special Announcement - New Book Release - The 1% Edge

The 1% Edge - Power Strategies to Increase Your Management Effectiveness
Authored by JoAnn R. Corley

Buy here: https://www.createspace.com/3467099

In the years that I've conducted seminars across the country, I've come to this conclusion: relevant knowledge can come in small packages. It could be one quote, one principle that when applied can gain significant results.

I once coached a derailing executive where it was determined that the most essential action to turning around his performance was taking the time to plan.

You mean it was something as simple as applying one principle - taking the time to plan was the initial targeting solution? Believe it or not - yes! The simple act of planning his week and in that mapping in his schedule the most critical, non-negotiable actions got immediate, necessary results. In fact, within a few weeks, his direct report saw a complete turn around in his performance.

Awh....there's the formula - one simple principle applied generated a significant, meaningful, intended result.

There in lies the premise of this book. I've taken many of my "small package" simple tips, principles, and how-tos and laid them out in a compact book format for your consideration. This is targeted learning for busy people. Targeted learning is getting at the meat or essence of something quickly...so it can be used just as quickly.

Also this book is compact enough you can carry it with you. Consider this your portable coach!

The tips are broken up into categories; areas that you may want to target for development. Each is what I consider a "high-impact" area. High-impact means if there is growth in that area, there will be a greater measure of satisfying results.

This book is also designed for self-coaching. There is space on each page for notes, a draft action plan, and a names of those with whom you'll want to share the information. When you share information with others, it's reinforced within yourself.

The mantra of this book? Learn, plan, act, and pass it on.

If you'd like to participate in an ongoing dialogue for how to get and maintain your 1% for your management and/or career success go to the 1% blog: www.the1percentedge.com

Or join the newly forming community on Facebook- http://www.facebook.com/pages/JoAnn-Corley-The-1-Edge/121451387909734

The Struggle and Need for Innovation - Is it Only Lip Service?

I received the following trends alert related to the role of innovation in our current corporate life. By the way, this is a worthwhile thing to subscribe to!

The point of this post is my comments after the alert. Please read!

Herman Trend Alert: Innovation and Entrepreneurship February 24, 2010

For years now, we have seen a growing trend towards "Innovation" being a leading
focus for corporations worldwide. A new book from Robert C. Wolcott and Michael
Lippitz, "Grow from Within: Mastering Corporate Entrepreneurship and Innovation"
(McGraw-Hill 2010), provides a roadmap for effectively creating innovation in
organizations.

Wolcott is the founder and executive director of the Kellogg Innovation Network
(KIN), "a unique forum for select executives and innovation managers to meet and
discuss internal and industry-wide challenges, business growth, risks, and
successful strategies, with academics from the Kellogg School of Management".

Discussed in the book, "Innovation Radar" (IR) grew out of an understanding that
"innovation is about more than just products and technology". Companies can
innovate in any area. Using IR, executives look at 12 dimensions of innovation;
the chart represents all of the activities with which companies can add value.

The valuable part of IR is that it provides a bridge between strategy and
innovation and gives executives the opportunity to have all of their questions
and answers (hopefully) before they begin the strategic process.

Wolcott suggests that entrepreneurs. . ."Be clear about their objectives. Be
clear about their questions. Recognize that "we [often] only see the things for
which we are looking".

The authors also talk about some corporate initiatives that promote innovation,
like IBM's "Global Innovation Outlook" programs and "Innovation Jams". In these
unique in-person and online events, IBM engages people from a wide variety of
enterprises to solve global challenges facing humanity.

In "Saving America: The Generativity Solution" by Robert R. Carkhuff (HRD Press
2010). Moving past any obvious political overtones, Carkhuff believes that the
lack of economic freedom hamstrings entrepreneurship. Defining Generativity as
"the capacity to generate a new idea", the author also provides an organized
approach to innovation. “The Generativity Solution” is the application of
"generativity" to all areas and levels of human endeavor: individuals,
organizations, and all components of the community, culture, and economy. And
that is only the beginning.

Expect innovation to become increasingly important, as the nations of the world
look for answers. Wolcott is right: "Corporate entrepreneurship in all of its
forms is the strategic answer to the challenge of economic growth."
************************************************************************************
MY COMMENTS:
Yes in fact, innovation is now more than ever critical as our economic engine sputters along. And yet, here in lies the concern and the reality check. As someone who comes in contact with thousands of managers and team members across North America each year, here is what I've discovered is the reality.

Conformity is the desired behavior! Many people in management and leadership positions have a very low tolerance for diversity and difference and these elements are essential components to innovation.

Many in the very positions who have the power to champion and foster the very innovation needed don't have the emotional intelligence or ego management to create and support the environment necessary for the very thing needed to occur!

I suggest we partner the concept of innovation with the fostering of divergent and contrary thinking. Can we as leaders in the business community handle it? We'll need it to move our economy, businesses, and country forward.

Coaching Question: What is your tolerance for people who are dramtically different from you in every way. How do you feel or handle when people disagree with your position in a definitive and dramatic way?

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The Power of a Success Quote

Ever consider the power packed use of a quote? There are entire informational industries centered around sharing success quotes and success sayings.

Upon further examination success quotes are a powerful tool for employee training, building company culture, team management, personal motivation and more!

Here's a link to my coaching blog that expounds on this thought:

Worth a read: A Success Quote equals Bite-size Coaching

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The Key To Professional Success - Be People Wise

This blog is underwritten by Management-in-Minutes, a portable learning resource for the busy professional that uses "laser learning" to accelerate building a knowledge base. The lessons are short (usually 2-4 minutes) and on each lesson page there is an audio clip with it's text version and an mp3 download link for portability.

Every so often a lesson will be posted in this blog for you to sample. This lesson is in the Sample Library, which you can access here: Sample Lessons

The Lesson: How People Operate
Would you like one of the best professional success tips? A key to success that will transcend any generation? Learn how and why people operate the way they do. The easiest way to lay a foundation for that knowledge is through the use of personality or temperament profiles....read on.

 

How People Operate

Audio Lesson –  Duration: 3 mins. 20 secs.

1. Double click arrow to LISTEN NOW! 

2.  Read along with the transcript below or print and read for later.

3.  Right click the MP3 FILE link MP3 to download and "save as"

     to your hard drive for continuous listening or to transfer to your mobile device.

4.  For additional lessons use the Search Box (top left) or the Download Library (top right).

 

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 Transcript 

How People Operate

WC: 408

Read time: 1-2 mins.

 

I remember when I got a new car several years ago and it had many new gadgets and functions I was not familiar with. For the first time in my adult life, I actually pulled out an owner’s manual for a car. I needed to learn how to operate every aspect of this vehicle to experience its full potential.

 

You know that really is the same when it comes to managers and their teams. I wish that when someone was promoted to management, they received a book entitled – How People Operate 101. Because in reality, that’s what managers are doing - operating people in the context of a process to obtain an outcome that results in profit for a company.

 

Yet, the majority of newly promoted managers receive little to no training and are thrown out to fin for themselves…(kinda like those parents who want to teach their kids how to swim and just throw them in the water and say, “Now…swim!”)

 

Knowing how people operate: what makes them tick, how they are wired, what motivates them, what skills they possess and how to engage them is essential to the effectiveness of a manager. That effectiveness directly impacts the bottom line of a company and this is where there seems to be what I call – THE BIG DISCONNECT….the very thing that impacts the profits of a company is the very thing companies spend very little time and money investing in.

 

So for those of you managers, who already feeling the pain of resulting from a lack of knowledge in this area, here’s what I recommend. Step 1 in how people operate 101 is to use a temperament or personality profile. There are great tools on the market that are easy to use.   Theses profiles provide a very useful framework to understanding people in the ways I listed above.

 

Here are some recommended resources:

Dr. Keirsey – book: Please Understand Me

The DISC Profile

Tony Alessandra - book: People Smart

Both books can be obtained at Barnes & Noble, Amazon…etc.

 

I believe having a working intimated knowledge of a personality profile is essential to a manager’s knowledge base.

 

You know many people talk about diversity training in our work cultures. I believe that in that context the single most important diversity issue today is not necessarily race or ethnicity…it is personality differences, of which employees get the least amount of training. Managers, let’s start with you!

  

 

 

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Solution to Less Women in the Sciences - Have Female Professors

In my previous post regarding the brain drain. There was a portion of the post that addressed our kids interest in math and science.

Now add to that another dimension...how this trend impacts women in business leadership - the ripple effect of women under represented in STEM (science, technology, engineering and math) fields. There is a gap in executive leadership, particularly in these fields.

That dilemma is discussed in this incredibly interesting article that addresses a study about leadership succession.
Title: A Formula for Success - Want more women to study science? Hire more female professors.

So let me add to my previous suggestion of having teachers who are able to stir interest and continued curiosity. Looks as if we need a strategic effort to nurture and recruit more female professors in higher education as well.

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Google Success - A Reflection of Authentic Leadership

This article continues to affirm the reason I'm in the work that I am of management and leadership development...specializing in the "human side of enterprise." As I read through the article it's clear that what has made Google successful are the qualities and behaviors of it's founders....passion, focus, vision, and the way they treat those in their organization. These are qualities of the heart, mind and spirit. These qualities are not calculated on a balance sheet, but greatly effect one.

The bottom line? A successful business enterprise must have authentic leadership and is about behavior, human potential, motivation, values, judgement combined with a product or service that adequately meets the needs of their customers.

This article is a must read for those who are serious about their professional success! You can read the entire article here: Google Article