Few artists have had as big an impact on art and culture, both American and beyond, as Bob Dylan. Whether it’s his legendary musical career that continues to inspire singers and songwriters more than five decades after the release of his first album or the way his body of work helped define a generation of social change, it’d be hard to believe Dylan hasn’t learned a thing or two about leadership along the way.
You better start swimming or sink like a stone, cause the times they are a-changing. – The Times They Are A-Changin’
Written as a commentary on the ongoing social unrest during the 1960s, this is one of Dylan’s most famous songs. And though its original message is grounded in the politics and civil rights issues of the decade, its lyrics can easily be applied as a warning to be heeded by anyone in an influential leadership position. The pace of business is only accelerating, and without a forward thinking leader who is willing to adapt to the changing trends, even a strong company risks sinking like a stone.
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We’re only a few days into the new year, and by now you should be taking your first steps toward achieving your goals for 2012. While some of the most common resolutions involve shedding a few pounds, quitting a bad habit, or spending more time with family, it’s also important to consider goals that will help you develop in your role as a leader. Every workplace is different and therefore every leader’s resolutions will be different, but here are a few ideas to help guide your goal-setting efforts. 
Elvis Presley, known around the world as the “King of Rock and Roll,” built a billboard-topping career that spanned nearly a quarter of a century. During that time he changed the face of music and opened the doors for generations of musicians who followed. Even now, almost 35 years after his death – assuming you choose to believe the King truly has left the building – Elvis is still one of the most universally recognizable pop culture icons in the world. 
Legendary American businessman Lee Iacocca once said, “You can have brilliant ideas, but if you can’t get them across, your ideas won’t get you anywhere.” Communication is a key ingredient to great leadership and successful companies. From describing your strategic vision to assigning daily tasks, it’s important to be sure your messages are being received loud and clear. 
In September, we asked you what is more important to your employee selection process, education, experience, or a combination of the two. And the results were conclusive, to say the least. More than 65% of respondents said qualified, on-the-job experience was the most important factor when hiring new employees. A combination of education and experience was selected second by 31% of respondents. 
According to a study by Burke International, a research and consulting firm, of the 70% of employees who receive annual reviews, less than half believe they’re effective at evaluating their performance. It’s a disturbing statistic given that the basic idea behind a performance review is not only to help build individual employees, but also helps ensure a company’s future viability by maintaining a strong productive workforce overall. 
Fourth quarter is right around the corner, and for many management teams that means it’s time for annual employee performance reviews. Most businesses have some type of performance measurement and review procedure in place; however, their effectiveness can vary greatly between companies. According to research conducted by WorldatWork, a not-for-profit organization focused on global human resources issues, 47% of employees view performance management as merely an “HR process” rather than a critical business process, and 63% say their managers lack the courage to have difficult performance discussions. 
Whether interviewing candidates for an open position, promoting current employees, or putting together a team to lead an exciting new project, have you ever taken a minute to really think about what drives the decisions you make everyday regarding the individuals you lead. While most managers would likely say they are making choices based on skills and proven track records, research shows that may not always be the case.
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