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A positive business environment can be created by making both workers and managers involved and connected to the company. Both employees and managers should feel lucky working at a company, to guaranty job commitment and satisfaction. Other views, as well as anecdotes from three books on creating positive business environments, are presented.

Dr. Seuss's book, Horton Hatches the Egg, provides an illustration of trust within leader-follower relations. Horton represents leaders whose core values include honesty, consistency, commitment to foals and trust while Mayzie epitomizes betrayal. Methods of rebuilding trust in an organization are presented.

The collection of stories in Dr. Seuss's book 'The Sneetches and Other Stories' is interpreted and related to several leadership issues. Lessons identified with organizational culture, compromise, adopting mental models and shifting of business approach are discussed.

Slackers recognize when to work and how to approach it. Some of the ways on how the leaders can address this concern is to have less hours of work per week but finish the same amount of work, hold meetings for dual or multiple objectives and discourage taking work home. Other details on slacking are discussed.

Inquiry can suppy the information and drive neeeded to encourage meaningful dialogue, build community, visualize the future and take advantage of opportunities. Leaders may practice appreciative inquiry to help individuals, groups, and organizations realize new and exciting generative pictures of themselves based on an optimistic understanding of their past and present activities. The advantages and usage of appreciative inquiry are discussed.

Suggestions for executives in managing troublesome employees, marketing brand image, etc. for effective leadership are presented.

The methods adopted by marketing executives to build brand equity for their companies are discussed.

Maytag's lonely repairman series of television commercials provides leadership lessons for marketing executives. The commercials prompt executives to remember that leaders are the architects of reliable management systems. It is also important to maintain the quality of the brand as the commercial's meaning starts to wane due to product recalls from the company.

Dr. Seuss' book entitled 'Oh, the Places You'll Go' provides lessons on leadership, which are appropriate for marketing executives. The book can be used in analyzing the risks, opportunities, and dangers involved in leadership and attaining success. The leadership concepts presented in the book are discussed.

Marketing officers sometimes make decisions that receive negative feedbacks, but they escalate activities related to the decision to justify why they decided to go for it at the start. The concept of this escalation is related to Dr. Seuss' 'The Butter Battle Book', wherein characters turn to increasingly create intimidating weapons.

The need for marketing managers to balance their leadership roles for achieving the desired results for their companies is discussed.

A comparison of golf techniques and marketing management techniques is presented. Golfers who grip golf clubs too loosely usually end up throwing the club. In marketing, managers who practice laissez-faire leadership are at risk of ending up with employees who pursue their own plans rather than contributing to the organization. The need for fundamentals in both golf and marketing is also discussed.

This article draws a metaphorical comparison between chocolates and leadership. Just like blend, taste, edible edification and appeal are important for chocolates, the leadership development needs to focus on skill sets, ability to manage employees and bring out the best in them.

Steps to enhance the communication skills of marketing executives are presented.

Developing an organizational structure that enables coherence, good leadership and productivity while allowing employees to think and act independently, is discussed.

The importance of leadership in organizational management, and learning of paradoxes to improve the leadership effectiveness is discussed.

The importance of leadership and the process of developing leadership aptitude are discussed.

The qualities essential in marketing leaders are discussed. Marketing leaders should inspire instead of creating fear amongst their team members. The factors indicating hope and fear amongst the team members are also discussed and suggestions are offered to eliminate fear.

Arguments against the common belief that leadership bullying by means of controlling things and people will lead to organizational success are presented. The four types of bullying leaders are described, the snake, screamer, nitpicker and gatekeeper. The negative effects of bullying leadership are discussed.

The way in which principles of corporate branding can be applied at a personal level is discussed. Strategies for marketing executives onbuilding a leadership brand equity for themselves, are presented.

It is believed that marketing executives are bound to face adversity, an all-consuming experience that will test their mental, physical, spiritual, and emotional acuity. Because of these, marketers will need to prepare, have a good basic frame of the event, and look for differing approaches. The importance of reviewing previous cases is also explained.

The controversy surrounding Tiger Woods' infidelity is presented as a reminder that there are people watching and listening, and that faulty decisions can break leaders. The situation is discussed with regard to the practice of marketing executives and how their leadership and strengths could lead to weaknesses.

The separation of the true self from the work self and its impact on workplace hostility and ethical breaches are discussed. The role of leaders in cultivating compassion within their organizations and communities is also tackled.

Marketing managers' denial mechanism is discussed with the need to address fears that hold them back from their leadership role. Suggestions on how to handle denial are presented.

It is believed that it is easy for leaders to say 'no' when they should be saying 'yes' or at least 'maybe.' However, negativity will always affect how organizations promote change or inspire performance. Many human resource professionals also believe that a culture of 'no' is the leading cause of talent drain.

Knowing about warnings and disclaimers in pharmaceutical commercials is discussed with the idea on how marketers can become enlightened and take on leadership journey that involves preparedness for engaging in dialogues, exposure to new ideas and learning from failures. Details on risk and caution regarding leadership plans are discussed.

The focus on negativity of political commercials is tackled to relate such view with the marketing segment's need look into the positive side of issues rather than problem-centered improvement. Appreciative inquiry is presented as an intervention method that marketers can use to build upon and propagate the systems that are working for the marketing segment.

Dow Chemical' rebranding strategy includes a series of commercials adding the human element, represented by 'Hu', to the common periodic table of elements. These commercials highlight the lack of human element in leadership and managerial styles. Tips on how to become more humane at work and towards customers are also given.

Tips to marketing and sales executives to maintain the balance between individual and collective identities, efforts and outcomes are detailed.

The Leadership Wheel: Five Steps for Achieving Individual and Organizational Greatness, by C. Clinton Sidle, Palgrave Macmillan, September, 2005, 256 pages, $16.47. ISBN: 1-4039-6919. Choosing the greatest invention or discovery [...]

The article focuses on a fascination with pirate-related subjects, and what can be learned by marketers by certain aspects of pirate lore and pirate reality. According to the author, the experiences of men such as Henry Morgan and Edward Teach (Blackbeard) can teach marketing executives. Pirates allegedly encountered many of the same challenges and opportunities that worry sales and marketing executives. Managing unruly crew members, managing tensions between being task- and people-focused, practicing a brand of servant-leadership, and adhering to a sense of values and ethics are mentioned as examples. Executives, as ship captains, must ensure that crews are well-managed and ready to respond to challenges.

This article examines leadership strategies that focus on serving rather than power-acquisition. The author creates a distinction between the terms "respect" and "authority" in terms of defining effective leadership. Writings on "servant-leadership" by former AT&T vice president Robert K. Greenleaf are presented, and questions executives can ask themselves in order to determine how to become a better servant-leader are examined. Basic characteristics of corporate servant-leaders, including commitment to employee growth and conceptualization, are presented.

The article discusses the process of developing leadership aptitude. Leadership is more about being than doing. Although leaders should be people of action, their doing must come from their sense of being. In short, leaders' actions should reflect who they are. Thoughtfully answering "to what self must I be true?" or "who am I?" is one of the first steps in a meaningful journey toward leadership. The primary problem is that marketing executives and sales managers often confuse what they do with who they are. Doing is not being, but is a way of expending the various energies inherent in being. The polarization between doing and being is evident in the world of sales and management training: People are continually admonished to do something, try someone else's style, or implement the latest fad espoused by a business guru.