Perhaps it’s the upcoming presidential election that has everyone focusing on leadership and its challenges. In recent weeks, numerous interesting articles have offered perspective on various aspects of this sometimes-elusive quality.
Last week, I posted commentary on a number of articles I had been reading about the importance of achieving clarity in your organization. Surprisingly, this week, I came across another article – the equivalent of a Chapter Two – on what happens after clarity of purpose has led to success.
For many years, when asked what I do for a living, I have replied, “I make the complicated simple.” Bringing clarity to the organization is the leader’s (and the communicator’s) obligation, no matter what else their job descriptions might include. Some of the best articles I’ve read this week underscore this sentiment.
Consumer spending is stagnating, and it’s easy to blame our lousy economy. But, is that the only reason? In “Why Millennials Don’t Want to Buy Stuff,” on the Fast Company website, Josh Allan Dykstra has proffered alternative consumer spending theories, and I’m pondering what it means for business communication.