After I wrote my first book I decided to work with a PR firm to help publicize both my book and me. A friend of mine hooked me up with a firm which I worked with for a year. The people there were very nice and they got me a lot of interviews, including a few in some very prominent publications. I also wrote articles which were published in a number of magazines. I got along great with the folks at the PR firm and genuinely enjoyed them on both a personal and professional level. While so many things were going well, and I to this day respect the folks there, I decided to part ways because after a year I didn't see the financial results I had hoped to see.
Pride. Envy. Gluttony. Lust. Anger. Greed. Sloth. You either recognize these as the seven deadly sins or as themes for prime-time television. Nonetheless, you were probably taught as a child that these are bad and you shouldn’t do them. For purposes of this article, do as you were taught and think bad when you commit these similar sins in the workplace.
As leaders, we are continually being introduced to new techniques and theories. Hammer & Champy’s Business Process Re-engineering Model, McKinsey’s 7-S Framework, and Kenichi Ohmae’s 3C’s Strategic Triangle are all examples of strategic models designed to help leaders think about their business in different and innovative ways. What sits on top of all of the models and frameworks, though, are a series of foundational attributes that every leader should possess if he or she is going to have demonstrated, sustained success as a leader.
The theory has spurred much discussion in the scientific community, but the concept is firmly seated in college psychology classes as a higher-education staple.
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