Luud Berings offentlig
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Looking for a different take on leadership and personal leadership? This is the podcast for you! Luud has over 30 years of experience in coaching CEO's and Leadership Teams of global companies. He specializes in high-impact, engaging and inspiring workshops, seminars and keynotes. In this series he shares his personal reflections on Leadership, personal leadership and things related, while trying to simplify the complex. www.luudberings.com. (Music after April 27th 2020 by Eric van Tijn)
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Influence is gift. People can choose to give it to or withhold it from their leaders as we have heard in the first episode. In this 2nd episode Luud states that Leadership is not so much about a set of qualities in a leader as it is about a set of feelings or needs in a follower. He identifies 5 needs, introduces the first of them, and gives clues …
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In this final episode of a series of 3 podcasts Luud comes full circle on why people give leaders influence. He discusses 4 more basic needs people have and how leaders can ‘earn’ the gift of influence, if they effectively address these needs. He uses Microsoft’s Satya Nadella in more than one example to make his point.…
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It is not about the leader's success, it is about what a leader contributes to the success of others. When do Leaders get to a stage that this is their main focus. Helping others to become successful? Isn't that what leaders should aspire to accomplish? This is the first episode with the new music composed by Eric van Tijn www.soundwise.nl. Thanks …
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We motivate ourselves. But before we decide to move we ask ourselves four questions, sometimes in a split second. The answers will decide our level of motivation. In 12 minutes Luud explains what those questions are and why it is important for leaders to understand this mechanism. For more on Luud check www.luudberings.com…
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In times of crisis most of us fall back on old patterns and reflexes. Leaders develop tunnel vision, focus on the acute problem at hand. But, certainly now it is crucial to confront those old patterns and assess how we shape our response to the crisis in such a way that short-term decisions will not be harmful later on. In fact, miss the opportunit…
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