Leadership Skills

Leadership skills are honed over a career, and they’re developed over a lifetime. As Kellogg Dean Sally Blount '92 wrote, the business community — and through it, the world — needs leaders who “deeply understand markets, [the markets'] connection to the public sector and the philosophical, cultural and social implications of business’ growing global influence.” In addition, leaders must realize that “markets, while highly efficient, are not fair, kind or wise.”

The most effective leaders are made, trained and tested, not born. Leaders understand that the health of their company extends well beyond the boardroom to employees, partners and, most importantly, the customer.

The leaders who oversee thriving organizations today and those who will do so in the future must have a thorough command of areas ranging from collaboration and negotiation to finance, strategy and data analytics. At minimum, they must have enough of a grasp of these topics to effectively manage the experts who report to them.

Kellogg’s expert faculty offers insight, research and training to help executives perform at their best and sharpen their leadership skills, from managing a small team to governing multinational corporations.

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On Purpose

Brand purpose is important for differentiating in a world where brands are in many ways similar. Is your brand's purpose functional or emotional?

Surviving Brand Scandals

If your brand is in the headlines for less than positive reasons, there is hope for recovery from a scandal so long as you respond accordingly.

Restoring the polish

When a brand overextends itself, the pressure will eventually weaken it. But with a little patience, it's possible to rejuvenate it.

The Perfect Storm

Take care when striving to be perfect. There is a big difference between embracing high standards and harboring a crippling desire for perfection.

Connect the dots

To drive real growth with your marketing strategy, use the power of connections to link concepts and capabilities.

Sign Off

Give your people blank checks—figuratively—and get out of their way so they can make big growth happen.

Getting Personal

Employers searching for employee commitment and performance are going to have to go beyond the basics and start getting personal.

Depth Perception

When seeking growth, bigger isn't always better. Sometimes going deep into a more attainable market is the right move.

Leadership Philosophy

A leadership philosophy creates a personal North Star for yourself—you always have something to guide you when you are unsure of where to go.

Pop the questions

With the multitude of marketing technologies available, the best way to determine which ones are right for you are to ask the right questions.

Team by Team

When organizations send teams to executive-development programs, attendees are more likely to implement learnings than they would have if they'd flown solo.

Product Management

Professor Mohan Sawhney breaks down what it takes to make successful product managers who are able to overcome challenges.

Ask for it

Asking for feedback is one of the most important and overlooked things leaders do. Pursue getting feedback to show your team that you have a growth mindset.

Can't we all just get along?

Don't try to "fix" a problem team member. Instead, look at the bigger picture, and see where you can fine-tune and recalibrate your team's internal dynamics. We gain influence by building political capital.

Leading in Uncertainty

Just when you think you know what "normal" is, a new disruptor comes along. The good news is you can always develop your team to roll with the changes.

Improve your brainstorming

Video: While leading brainstorming sessions, do your dominant team members silence everyone else? Try brainwriting. Leigh Thompson explains.

Nature Made

The nature of leadership constantly changes. Clear the path forward for you and your team by making bushwhacking part of your toolbox.

Risky Business

Professor Sunil Chopra explains that there are two kinds of general supply-chain risk — recurrent and disruptive — and lays out how to manage them.

Three Key Things for New Leaders to Do

You may be nervous to step into a new leadership role, but your team is nervous, too. Create a good first impression to win their support.

Advocate for Change

Change advocates need sponsors in order to be successful. What do those who succeed have in common? They're influencers.

Less is More

Companies don't become bogged down in complexity on purpose. Be aware of the risks so you can avoid overcomplicating your organization.

Career Motivation

You may have the skills to be successful in your position, but if you're in the wrong context you could face career derailment.

How Strong is Too Strong?

The diversity of ideas that take place in a flexible corporate culture can provide the best opportunities for growth within the organization.

Emotional Takedown

It's okay to have emotions, but they shouldn't affect your judgment. Take control so thinking wins out over feeling when making a decision.

Dangerous leaders

Power-hungry bosses can decimate teams. Seek leaders who value prestige over power to keep teams—and organizations—operating efficiently.

Leaders and data analytics

It's not enough for leaders to hire top-notch data scientists. Leadership means understanding the basics in order to make sound decisions.

The transformational power of data analytics

Florian Zettelmeyer discusses how leaders can use data analytics' power to transform organizations.

Can't we all just get along?

Don't try to "fix" a problem team member. Instead, look at the bigger picture, and see where you can fine-tune and recalibrate your team's internal dynamics.

McDonald's CEO Don Thompson on lessons learned

The head of the world's most popular fast-food chain talks career choice, franchisees, his company's fries and other lessons from his CEO tenure.

Lessons from the military

As a leader, your team takes its cues from your actions. Remain calm as you assess, and think through your actions to earn their trust and respect.

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    torbakhopper under a Creative Commons license, Paxson Woelber under a Creative Commons license, Keith McDuffee under a Creative Commons license, Angie Harms under a Creative Commons license,  Theodore Scott under a Creative Commons license,  Jesus Solana under a Creative Commons license, sari_dennise under a Creative Commons license, Tony Webster under a Creative Commons license, Leon Riskin under a Creative Commons license.