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.
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.
Does your company resemble what you set out to accomplish from the beginning? Are you the leader you wanted to become? Are your employees part of a realized vision? Here are lessons from three top shop operators who had an idea, a plan and the diligence to realize their visions.
Managing paint and materials sales and costs requires careful attention to KPIs and a unified team effort. Ensure profitability is part of shop culture by discussing these numbers with your team, from the paint department to the estimators.