
The challenges presented by the recession reveal the essence of a firm’s leadership by laying bare all the dormant weaknesses that were most likely put in place when times were good. What are these weaknesses? They are primarily related to the culture of a firm’s day-to-day operation, how its personnel are managed, classified, and compensated.
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Is the culture of your firm like Libya or like Brazil? North Korea or the United States? The distinctions determine long-term outcomes for everyone across all levels and mark the divide between ultimate success or failure. One instructive way of looking at his is through Stephen R. Covey’s “Principles of Interpersonal Leadership” as defined in his book, The 7 Habits of Highly Effective People.
