Earning and sustaining personal credibility—the very foundation of exemplary leadership—demands it. It’s fun to be a leader, gratifying to have influence, and exhilarating to have scores of people cheering your every word.
And who better to help us understand how to develop courage than Bill Treasurer, former captain of the U. High Diving Team and international best-selling author of eynoting at The Leadership Challenge Forum 2014, Bill will take the stage to engage participants in learning how to become more personally courageous and discover how to inspire more courageous behavior among those we lead. A high-spirited keynote speaker who has shared his risk-taking experiences and courageous insights with groups across the country, Bill is the author of several books, including the international best-seller His insights also have been featured in such leading publications as The Washington Post, Chicago Tribune, Investor’s Business Daily, Entrepreneur, and Redbook. In many all-too-subtle ways, it’s easy to be seduced by power and importance.
It’s a situation that can be challenging for a new executive leader.
But in his first email to employees, Nadella clearly set the tone for what is to come.
Excerpted from the announced the recent appointment of its new CEO, Satya Nadella, Wall Street was initially enamored with the news.
But keeping shareholders happy is going to require quick action to ignite the growth analysts expect—and that’s going to take exemplary leadership.
Upon the retirement of long-time CEO Steve Ballmer, Nadella is only the third chief executive to head the mega-giant founded and led by Bill Gates for so many years.
And Nadella is an insider—a 20+ year veteran who has worked side-by-side with his fellow employees to lead one of the company’s most successful business technology divisions.
In sharing with others his personal thoughts on the all-important “Who Am I? ” questions, he gives voice to a philosophy of leadership that demonstrates The Five Practices of Exemplary Leadership® at its very best.
Leadership takes courage: the courage to go first, be open and vulnerable, ask for feedback, speak out on issues of values and conscience, navigate difficult situations and make tough choices.
But would that be the best way to handle the situation for the sake of your credibility and your relationship with your constituents? You could go out and break something or yell at someone, but that won’t help your learning or your relationships. Be aware of them, but don’t let them rule your behavior.
And if you sense that you need help managing those emotions, seek it.