Henry Yach III, body shop owner, describes how he learned to create a shop culture of caring, and how to listen to employees while remaining in the professional environment.
Shannon and Shawn Mugavin, sister and brother, took over the family business and continue to practice their father’s customer service policy of honesty and fairness.
Patrick Leddin, a professor for the managerial studies program at Vanderbilt and a senior consultant for FranklinCovey, bases his seminars and classes around four main tenets of what makes for a great leader. Here's a brief breakdown.
While being an executive leader removes you from employees, it’s important to stay in tune with what’s retaining confidence in your leadership. Here's some advice from Tim Adelmann, executive vice president at ABRA, on how to do that.
Several notable leadership experts involved in the industry map out a program that, from beginning to end, provides a blueprint for anyone looking to become a more effective leader.
Senior-level leaders not only know how to lead, but also how to stimulate leadership qualities in their employees. So when took over her father's shop, she looked to inspire employees to follow the confidence she displayed as a leader.
When the ego is abandoned, two things happen: It creates a more human connection between leaders and their teams, and it fosters an environment where people are fearless, as well. In hierarchical relationships, a fearless environment is not just important for the growth of a business—it’s essential.
By achieving interdependence, you create a system where you rely on all your staff members and they rely on you in return. Marie Peevy discusses how to best develop that kind of culture.
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