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Leadership
Integrity: The Most Valuable Asset In The Economy And How You Can Nurture It
Written by Joanne Delaurentis   
Friday, 01 July 2011 08:21

The financial crisis of 2008/2009 was first and foremost a crisis of integrity. The seeds were sown as great numbers of people sought their own short-term advantage, knowing that they were putting others at risk. In the end, those in charge compromised the integrity of their institutions and the integrity of the entire financial system.

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The 5 Main Qualities of a Leader – Part 2: Forward-Looking/Visionary
Written by Joanne Delaurentis   
Friday, 24 June 2011 08:01

One of the main tasks of a leader is to plot out where the company is currently and where you want to be in the future. Developing an organisational vision is to paint a picture of how the future could be for the organisation and what you need to do now in order to get there.

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The 5 Main Qualities of a Leader – Part 1: Honesty and Integrity
Written by Joanne Delaurentis   
Saturday, 11 June 2011 18:47

Some people argue about whether leaders are made or born. But a true leader should ignore such arguments and instead concentrates on developing the leadership qualities that they lack in order to achieve the success they desire. This is the first article in a series on 5 main leadership traits or qualities (that come from Kouzes and Posner’s research into leadership that was done for the book The Leadership Challenge) that people look for in a leader.

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Changing Trajectory
Written by Dan Rockwell   
Wednesday, 18 May 2011 20:02

Repeating the past won’t create a new future. On the other hand, your problem may be your persistence. Successful leaders tenaciously persist. However, clinging to failed strategies until your knuckles turn white won’t make them magically work. It isn’t noble; it’s dumb. Repeating the past creates more of the past.

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The Greatest Warning Sign for Declining Companies is an Inability to Fill Key Positions of Leadership
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Written by Joanne Delaurentis   
Saturday, 16 April 2011 13:01

Jim Collins, in his book “How the Mighty Fall”, identifies that one of the most damaging things within an organisation is when it consistently grows revenues faster than its ability to get enough of the right people to implement that growth. The greatest warning sign for declining companies is a declining proportion of key seats filled with the right people.

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