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Picture the following scenario. You and your leadership team have seen the need for a change in your organisation. You create a compelling presentation and accompanying materials to engage your people. However, for some reason your people don’t buy in, and you’re left wondering, “Why won’t they just get on the bus?”
What do people say about your leadership when you're not listening? Would their assessment agree with yours? Perhaps it's a good idea to seek feedback. Honest feedback will help you keep your feet on the ground and defend you against hubris syndrome.
The traditional concept of frontline leadership conjures up images of a CEO rallying the troops and defending their competitive perimeter. However, the scale and pace of disruption that is now business as usual has transformed this concept to include anyone within an organisation that is managing a tactical response of some sort, whilst maintaining their day job.
How To Turn Your Core Values Into Powerful Statements Of Action
Three Keys For Managing People In A Hybrid Workplace
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