In my last post, I wrote that One of a CEO’s primary roles is handling difficult people. This is because . . .

The CEO is the Chief Talent Officer of the company.

Yesterday, a CEO I work with shared how he has been managing talent at his company. He had two stories.

………………….

Leaders are accountable for the caliber of people working under them.

Okay Leadership students. Take out your pen and paper and answer this question for today’s pop quiz:

What is your vision for how you will change or grow as a Leader between now and December 31st?

Pause to think about your answer before reading further . . . .

Labor Day is upon us. A change of seasons. With it, daily indications that the worst of the economy’s downturn is behind us. Some leaders have been stuck in neutral with their companies — trying every trick in the book but unable to grow sales. Others have continued to (painfully) cut employees and close stores — trying to stay afloat and ahead of the lenders. And some have been weathering things well, but have shifted themselves into neutral for summertime.

Well, it’s time to get to work — opportunity awaits! What is your vision for where you want to be 120 days from now?

What are your plans for the new year? How will you be as intentional as possible in defining this year, as opposed to passively letting the year define you?

Here are a few thoughts for you if you’re feeling the nudge to put some stakes in the ground.

I’ve grown weary of reading the bad news in the print and internet media over the past week (see what I did about it at the bottom of this post).  So I decided to look at the Leaders I see in action around me who are writing their own headlines . . .
CEO, CFO review [...]

Many are calling these events [in the financial markets] unprecedented. Leaders can be paralyzed by them; or they can “choose” to grow and respond accordingly.

A new leadership tool is at hand this week. It’s summertime.

Despite the demands of this challenging economy, things are just different. There’s less traffic on the road in the mornings. Less people in the office because of vacations. Everyone knows you have to get major deals closed by mid-July because key decision-makers will be hard to assemble until after Labor Day. Inevitably there’s more recreation and leisure in your schedule.

All this presents Leaders with opportunities to “shift with the season” — to experiment, create, learn, reboot. And when Labor Day gets here (80 days and counting), you can decide to stop or continue. Will you take advantage of it?