The Bailey Group Blog
What We’re Thinking
Take a moment to keep up with The Bailey Group and let our influential professionals keep you up-to-date with what is going on in the world of business and executive leadership. Whether you prefer to digest your information in the form of informative blog posts, in-depth white papers, or engaging podcasts, we have you covered.
You’ve likely heard about the pitfalls of “staying the same” and falling behind. But have you thought about how that applies to you specifically? Remember that you are the one in charge of your future and personal brand, and sometimes you need to take a risk or a step backwards to achieve the goal that you have in mind.
There are behavioral tendencies and expectations which influence who we believe will make a good leader. We expect good leaders to be both confident and competent. Make sure you take the time to distinguish between real competence and faux confidence.
Appreciation, and valuing people for the human that they are, is not only good for the workplace, it’s good for society.
My best thinking on the problem my team and I have sought to solve, and the change we seek to make as coaches is this: we help leaders to make their leadership matter in a constructive way.
My Aussie, Fire, continues to teach me many things about leadership, including it’s the little things that matter, and there’s always something good about to happen.
How does your organization integrate the “We” mindset with the “Me” culture of today? A thriving culture is inclusive, transparent, and has an environment that focuses on customers and team members.
There is plenty of volatility and uncertainty in life. Focus on what you have some control over, and don’t spend time trying to control what you cannot.
The success rate for New Year’s resolutions is not high, because change is painful. The good news is that neuroscience can help leaders better manage the process of change.
Like the “Technical Challenge” in the The Great British Baking Show, great leadership requires experience, talent and a set of core competencies (or “the recipe”).
Most CEOs believe they use a “valid” process of decision-making and do listen to multiple perspectives. Yet, the direct reports and stakeholders of these same CEOs claim otherwise. What gives?