Many leaders avoid tooting their own horn for fear of looking arrogant. But two longtime execs say putting yourself in for awards and praise needn’t be egotistical—and can benefit an entire association.
Catherine Prather has worked at the National Tour Association for 25 years. Soon she will take on the CEO role. As she prepares, she shares some of the steps that got her there.
Today, everybody wants to feel like a stakeholder in an organization, and a new study suggests command-and-control leadership is obsolete. But strong execs still have a role to play.
Whether you're giving bad news or getting it, people around you are bound to be upset. In those cases, a little empathy and self-awareness might go a long way.
It’s tempting to jump right into the new ways to engage members in certification. But before you launch your digital badges and microcredentials, think about where your members are—and how long they’ll stick around.
CEOs who are the are the sole staff member have a lot of authority, but a lot of communicating to do with the board. One expert offers some advice about how to manage the challenge.
A new study says nonprofit boards are slow to pursue diversity and inclusion efforts. Fixing the problem will require a lot of will and a little patience.
CEOs are urged to be fast-paced change agents, but it’s an approach that can court failure and risk losing valuable input.
The age of the “great man” leader may be over, but one study suggests CEOs still stumble over their egos. A little humility and openness to learning can help.
Leaders who act “from the gut” are often swayed by a host of biases. One Nobel-winning psychologist has come up with what he thinks is a better way.