Sentences with phrase «best leaders»

Eboo Patel was Named by US News & World Report as one of AmericaÕs Best Leaders of 2009.

Our best leaders are those who challenge us to recall «the symbolic code» that brought us to this moment and that enables us to confront the «major advances» that threaten to undermine us.

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But the best leaders know that knowing when and how to say «no» is just as important.

And as we've seen, the best leaders among us build trust and respect through vulnerability.

In «Leaders Must Live Up to Their Promises,» he writes, «Mr. Goffee and Mr. Jones concluded — after speaking to followers, i.e., lower - ranking employees rather than leaders — that the best leaders brought four things to their organizations:

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The best leaders I work with tend to obsess about teams.

The best leaders I work with are implementing programs like OKRs (objectives & key results) or a version of V2MOM (vision, values, methods, obstacles & measures) popularized at Salesforce.com.

The best leaders take a variety of ideas into account and adopt a style that suits them.

The best example of «For All» leadership among our list companies was demonstrated at Workday (No. 7) by co-founder & CEO Aneel Bhusri, who asked us to query our global database to establish a benchmark based on the top 10 percent of the best leaders in the world using our new methodology.

The best leaders pay attention to group discussions and stop conversations that are dominated by a few key players to try and draw in the opinions of others.

And the best leaders are responding.

The best leaders I know are great at asking questions of others and finding ways to draw people into conversations.

The best leaders concentrate more on their team's success than their own.

The best leaders also tend to be the biggest givers.

The best leaders will leverage close relationships with employees by finding out what their strengths are, and bringing out the best in their employees.

The best leaders I work with think about what the company culture is and how to foster it.

By that time, I had started to realize that the best leaders — those exhibiting high levels of EQ — typically showed more self - awareness, collaborated better with others, and got promoted faster.

In Robert K. Greenleaf's classic 1970 essay, «The Servant as Leader,» he recorded his personal observations over the course of 38 years (while employed at AT&T) and confidently determined that the best leaders are «servant leaders.»

The best leaders seek out A players for every area of their business.

We need help from the best leaders of the biggest and most successful companies.

There's one thing the best leaders do that most of us can't, especially in the heat of conflict.

The best leaders share the paradoxical trait of being able to move past a mistake as if it never took place, yet still walk away with important lessons learned never to be forgotten.

The best leaders put their teams and teammates first.

The best leaders exhibit certain qualities that make them hugely successful.

Moreover, the best leaders care passionately about their people.

These programs take care of the little things, so entrepreneurs can be the best leaders they can be.

Finally, we wanted to humanize these students, who are often the brightest minds and best leaders in the organizations where they work.

Simply put, the best leaders surround themselves with great people because they know they can't do it alone.

«At Kimpton I am part of a culture that challenges me to be my best self, challenges me to be a leader in the industry and also surrounds my team and I with some of the best leaders in the industry.»

But the best leaders understand that you can't do everything at the same time, with the same energy and speed, and with all the resources at your disposal.

The big point being that on this dimension, as on many others, the best leaders dare to be different.

«People tend to view entrepreneurial ventures like scaling a mountain,» author of The Inspiration Code: How the Best Leaders Energize People Everyday Kristi Hedges told me.

According to Liz Wiseman, author of Multipliers: How The Best Leaders Make Everyone Smarter, there are ways for leaders to avoid coming across as overly optimistic.

The best leaders also clear away the organizational roadblocks that constrain employees» natural creativity and initiative, unleashing a tremendous amount of energy in the process.

Mentally strong individuals are also some of the best leaders.

I believe that the best leaders never waste a good crisis because it affords you the chance to make the kind of large wholesale changes you organization needs that you've also been putting off for too long.

The best leaders build on their technical and professional skills over time, becoming valuable experts in their field and skilled at leading their team.

The best leaders learn to handle failure as gracefully as they handle success.

The best leaders know that actions speak louder than words — an adage recently exemplified by Papa John's founder John Schnatter, who responded with a touching gesture when tragedy struck one of the pizza chain's employees.

Optimism The very best leaders are a source of positive energy.

Some of the best leaders in companies let their employees help them make decisions.

To truly build employee loyalty, the best leaders allow their most valued workers to have a seat at the table to make decisions and exercise influence over things that matter in the business.

It boils down messages to raw facts, and the best leaders check in from time to time to make sure everything is understood.

Everybody screws up, and everybody falls short, but the best leaders learn to fail effectively.

Authenticity is a much sought - after leadership trait, with the prevailing idea being that the best leaders are those who self - disclose, are true to themselves, and who make decisions based on their values.

Contrary to stereotypes, the best leaders aren't always frantically busy.

The best leaders have these habits in common.

«The late, great Stephen Covey (talk about world's best leaders) said that highly effective people «seek to understand before they seek to be understood.»