"A cup at Starbucks isn't really that expensive when you consider what Victoria Secret charges per cup."
Victoria's Secret's Wexner, the longest-serving CEO of any Fortune 500 company, was reportedly in talks to step down from the company after more than 50 years at the helm and potentially sell the company. Once the largest lingerie retailer in the US, Times had once described it as the “internet-breaking moment” of this era after 1.5 million viewers tried to tune in to the annual fashion show when it aired for the first time online and crashed the site. Today, with its sales declining, Victoria’s Secret has been closing stores and its share prices have fallen more than 75% from their 2015 peak.
In the course of my work, I've seen many leaders who struggle to achieve prolonged business success, much less build meaningful professional relationships. If that's you, you're not alone. The truth is that all around the world, it's not hard to find stressed-out, frustrated (and often helpless) leaders.
We may not admit it, but all of us want power - the power to influence others, the power to get our phone calls returned, the power to get things done that are important to us.
How do you measure significance?
I believe a lot of people stick with business and work because there is a clear scorekeeping mechanism. You win or lose. You make the deal or someone else does. You get rich or go broke. Clear metrics.
Success is mostly about externals. Significance is defined more personally and internally. It is about what we want to do with our lives when success gives us freedom of action and choice.
Try not to become a person of success but rather try to become a person of value.
One thing I'd noticed that sets lasting successful leaders apart is their compassion. They genuinely know what it's like to do the work you do, face the pressures you do, and thrive amid them. They have genuine compassion for the frontline and middle-level managers that comes through in the encouragement, humour and tough love their share. They want you to succeed.
User leaders tend to treat people as objects - the people are there to achieve results and that is their only value. These leaders push hard for results and try to compel productivity through fear, power and control. They say things like, "Why should I say thank you? It's their job." Some other leaders spend their days playing dirty politics, working one person against another in their ceaseless quest for status.
You don't have to choose between results and relationships. Effective leaders focus on both. A clear and effective focus on results is the foundation for your influence and success as a leader. You cannot win without it. When you achieve results, those results don't become sustainable until you add the second external focus on relationships - connect, invest and collaborate.
The most effective leaders, however, don't stop there. They combine confidence and humility. It's not about results or relationships, confidence or humility. The answer is in the "and" - you need them all.
Good leadership is never about what you can do, it's about what you enable and encourage others to achieve.
Victoria's Secret's Wexner, the longest-serving CEO of any Fortune 500 company, was reportedly in talks to step down from the company after more than 50 years at the helm and potentially sell the company. Once the largest lingerie retailer in the US, Times had once described it as the “internet-breaking moment” of this era after 1.5 million viewers tried to tune in to the annual fashion show when it aired for the first time online and crashed the site. Today, with its sales declining, Victoria’s Secret has been closing stores and its share prices have fallen more than 75% from their 2015 peak.
In the course of my work, I've seen many leaders who struggle to achieve prolonged business success, much less build meaningful professional relationships. If that's you, you're not alone. The truth is that all around the world, it's not hard to find stressed-out, frustrated (and often helpless) leaders.
We may not admit it, but all of us want power - the power to influence others, the power to get our phone calls returned, the power to get things done that are important to us.
How do you measure significance?
I believe a lot of people stick with business and work because there is a clear scorekeeping mechanism. You win or lose. You make the deal or someone else does. You get rich or go broke. Clear metrics.
Success is mostly about externals. Significance is defined more personally and internally. It is about what we want to do with our lives when success gives us freedom of action and choice.
Try not to become a person of success but rather try to become a person of value.
One thing I'd noticed that sets lasting successful leaders apart is their compassion. They genuinely know what it's like to do the work you do, face the pressures you do, and thrive amid them. They have genuine compassion for the frontline and middle-level managers that comes through in the encouragement, humour and tough love their share. They want you to succeed.
User leaders tend to treat people as objects - the people are there to achieve results and that is their only value. These leaders push hard for results and try to compel productivity through fear, power and control. They say things like, "Why should I say thank you? It's their job." Some other leaders spend their days playing dirty politics, working one person against another in their ceaseless quest for status.
You don't have to choose between results and relationships. Effective leaders focus on both. A clear and effective focus on results is the foundation for your influence and success as a leader. You cannot win without it. When you achieve results, those results don't become sustainable until you add the second external focus on relationships - connect, invest and collaborate.
The most effective leaders, however, don't stop there. They combine confidence and humility. It's not about results or relationships, confidence or humility. The answer is in the "and" - you need them all.
Good leadership is never about what you can do, it's about what you enable and encourage others to achieve.
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