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An excerpt from an SAP Business Innovations blog by Vanessa Hall


A number of leaders have shared this with me, quietly, as we’ve been exploring the whole concept of trust, how it works, how it breaks down, how to build it, and how to be a trusted leader.


Fascinated by how often I’ve met leaders who really don’t trust themselves to lead, I wanted to know more. Here’s what I found:

Over half have been elevated into leadership positions because of technical ability, but really don’t know much about leadership.


Around a quarter of them have a very clear vision of what they want for the organization but don’t know how to articulate that and get others on board.

Close to three quarters of leaders do not have alignment between their own values and sense of purpose and the organisation’s values and mission.

A massive 90% were too focused on being ‘liked’ and had not made any effort to be ‘trusted’.


Let’s look at each of these challenges:


Technical skills versus leadership


Articulating the vision


Aligning own values and purpose with the organization


Being ‘liked’ versus being ‘trusted’



Read the details behind the challenges in the entire blog found here.

A blog excerpt from LinkedIn posted by Doug Hess, Communications and Training Manager at iSqFt


I’ve worked closely with enough business leaders to get a feel for what makes them tick. There are good ones and . . . less-good ones, of course, but after a while you begin to see patterns and similarities and you can’t help but put together a picture of those attributes the good ones have in common.


There are the traits that every good employee has--like being talented, focused, smart, and knowledgeable--but being a leader requires something different. There is something about people who can lead talented, focused, smart people and get them to dig deep, to do their best work, and emotionally invest in reaching a common goal. What is that? What are those attributes?

The assessment
Each of the following five traits is important. Every leader is different, but for the purposes of this assessment, we’re going to give each attribute the same point value. After reading the description, honestly evaluate yourself and think about where and how you can improve.


  1. Ego
  2. Understanding your limitations
  3. Drive
  4. Vision
  5. Motivation and inspiration


Read the entire blog here to learn more about each trait and take the self assessment.

An excerpt from Forbes, written by Micah Solomon, a culture change consultant, company culture consultant and the author.


Want to use your leadership to drive cultural change at your company? Here’s what it takes: a 9-point checklist of what we’ve found, as culture change consultants, to be required for a company culture to achieve organizational and customer experience excellence.


  1. Begin
  2. Codify your cultural decision in a very short statement
  3. Change your hiring practices to reflect your (newly) stated values.
  4. Improve your onboarding:
  5. Adjust your personnel policies
  6. Write down your standards
  7. Come up with a sustainable reinforcement plan
  8. Use the right metrics, and get rid of the wrong ones:
  9. Commit yourself to employee-directed job design



…A culture is a living thing, powered by and kept up to date by the people who are encouraged to be, in a meaningful way, part of it.


Read the entire blog here.

An excerpt from the


In an ideal world, we would all have fantastic managers—bosses who helped us succeed, who made us feel valued, and who were just all-around great people.


Unfortunately, that's not always the case. But, whether the person you work for is a micromanager, has anger management problems, or just isn't very competent, you still have to make the best of the situation and get your job done.


To help out, we've gathered the best advice from around the web for dealing with a difficult manager. Try one or more of these tips to find some common ground with your boss—or at least stay sane until you find a new gig.


  1. Make Sure You're Dealing With a "Bad Boss"
  2. Identify Your Boss' Motivation
  3. Don't Let it Affect Your Work
  4. Stay One Step Ahead
  5. Document Everything


Read the details on each tip, including tips 6-10 here.

An excerpt from SAP Business Innovation Blog by Mike Ettling, President, HR Line of Business, SAP


We’re on the precipice of one of the greatest leadership changeovers in the history of our modern workforce. As the population ages, there will be an exodus of experienced minds and leaders. And while succession planning should be a priority for large companies with billions in resources and shareholders carefully reviewing every move, that is not always the case, and it’s even more unlikely within the average company, or even the average department.


In the workforce today, we are facing the potential for a leadership cliff. We have a generation of leaders on their way out, with a growing disparity between the way that executives lead and the confidence that employees have in their leadership. This crisis of confidence should be a great concern, but few are aware of it.


My advice to fellow executives is this: in your organization, you only lead once. It’s imperative that you make the most of your experience while preparing and empowering your employees to step into the leadership role in your absence. Daunting as it seems, bringing out the leadership potential in your employees is as simple as having conversations with three members of your staff a year that often get overlooked.


The first conversation to have is with your middle management teams… read more.

An excerpt from the SAP Business Innovation blog posted by Ray Carboni, writer for Stoner Bunting Gift Cards


When it comes to the workforce, Gen X and Millennial employees have proven to be a fickle bunch.


According to a 2013 survey conducted by freelance job board oDesk, Millennials tend to stay with their employer for an average of just two years. Gen Xers tend to stick around for about 5. Baby Boomers, by contrast, have shown more dedication over the years; they tend to stay with a company for an average of at least 7 years.


Regardless of their motives, members of Generation X and their Millennial counterparts represent the future of business in America. That makes persuading them to stay beyond their typical corporate life span a talent all its own. As an employer, understanding the mindset and aspirations of these two generations will allow you to hold the upper hand when it comes to competing for and retaining the best of them.


Studies show that these two age groups have more in common than any previous contiguous generations in modern history. Thanks to the rapid development of technology and an aptitude for it that pervades both groups, the cultural gap that distinguished previous generations has all but disappeared. This may change in the future, but for now this common bond has resulted in the need to stand out and be exceptional. Thus, these generations are distinguished by their risk-taking and desire to be needed. It should come as no surprise then, that talented Millennials and Gen Xers do not typically leave employment to take positions at competing companies; rather, they leave to branch out on their own.



Read more here.