Play To Win
By Mike Myatt, Chief Strategy Officer, N2growth
Today’s message is not likely to please the politically correct, nor will it mollycoddle the timid. I’m not going to address competing or playing nicely, rather I’m going to deal very bluntly with the topic of winning. Want to succeed? It’s easier than you might think…just don’t quit. Strip away the excuses, rationalizations, and justifications, and the only thing standing between you and the attainment of your objectives is what you see staring back at you when you look in the mirror each morning. In today’s post I’ll examine the benefits of playing to win…
Why do business fail? Given the current state of the economy, I would say it’s a safe bet that many of you have pondered the answer to this question as we watch companies close their doors on a daily basis. The unfortunate reality is that well more than 50% of all new business ventures fail within the first three years, and especially during tough economic times, many mature, even once category dominant companies fail over time. In today’s post I’ll share my thoughts as to the real number one reason why businesses fail – It’s not what you think…
As the Academy Awards drew to a close last night I felt compelled to post the following message on Twitter: “I’d prefer a TV awards extravaganza to honor our real heroes instead of those who imitate them.” At the risk of drawing fire from the media and rabid movie fans, I’m beginning to grow weary of propping-up social climbers as heroes. While there were certain notable exceptions, for the most part it was yet another display of the self-indulgent, narcissistic view of the world through the very skewed lens of Hollywood. My question is simply this: besides make movies, what did these celebrities do to reach hero status? When our culture holds celebrity status in higher esteem than those who place service above self, we all need to take a long look in the mirror. Our nation’s senses have been dulled by an addiction to celebrity worship to the point that those who tend to live the most bizarre, reckless, and self-centered existence seem to be glorified above all others. 
“Measuring Success” seems like a simple enough concept right? Well it is, in concept…the problem rests in the who, what, when, where, why, and how of the matter. There has always been vigorous debate surrounding the topic of success metrics, and the argument only tends to heighten during tough economic times. I’m often asked ”What success metrics do you believe are most important to measure?” Regrettably there really isn’t a canned answer as each industry, sector, vertical, and micro-vertical have unique business drivers. Furthermore, depending on how a business is positioned, where it is in its maturation lifecycle, or what its current financial condition looks like will dictate which factors may be most important to measure. That said, in today’s blog post I will attempt to provide some general guidelines that will be useful to any business wishing to analyze success metrics.
I have read some interesting articles and blog posts of late on the subject of CEO term limits, and felt this topic worthy of discussion. You should know from the outset that I fundamentally disagree with the concept of CEO term limits, and quite frankly I cannot really come up with a valid reason for supporting such a regressive concept. Any such argument in my opinion is rooted either in flawed business logic or politically correct rhetoric. I would encourage you to read my arguments in opposition to CEO term limits, as well as to think through the ramifications on the corporate landscape if such a policy were ever to be put into place…
You cannot separate leadership from decisioning, for like it or not, they are inexorably linked. Put simply, the outcome of a CEO’s decisions can, and usually will, make or break them. Those CEOs who avoid making decisions solely for fear of making a bad decision, or conversely those that make decisions just for the sake of making a decision will likely not last long. The fact of the matter is that senior executives who rise to the C-suite do so largely based upon their ability to consistently make sound decisions. However while it may take years of solid decision making to reach the boardroom, it often times only takes one bad decision to fall from the ivory tower. As much as you may wish it wasn’t so, as a CEO you’re really only as good as your last decision.
What’s with all the “strategy bashing” of late? How could sound strategic planning possibly be a bad thing? Things have spun so far out of control that I recently had a CEO ask: “Is strategy still relevant in today’s business world, and if so, what role does strategy play in the overall make-up of a CEO’s duties and responsibilities? Let me begin by stating that strategy has never been more relevant than it is today. With all of the current emphasis on tactical execution I guess I understand how a question like this could be posed, but wow, what a sad commentary on the state of executive leadership when a CEO asks whether or not strategy is relevant. In today’s post I’ll examine the role of strategy in business, as well as the CEO’s responsibilities therein…
I had a long conversation today with a client discussing creativity, ideas, innovation, branding and the like. As a result of our conversation, I decided to dust-off an old post, give it a few updates, and pass along my thoughts, which can be best summarized as “Ideas Don’t Equal Innovation.“ It is my hope to help dispel the myth that ideas are inherently good things. Let me state right from the outset that I place little value on ideas. Not only do raw ideas have little intrinsic value, but they are often very costly. While I stipulate to the fact that ideas can sometimes lead to great things, I also submit that it is more frequently the case that ideas lead to disappointment, and even outright disaster. Those of you familiar with my work are probably wondering if it is really me authoring this text…if you’re baffled at how a champion of innovation can simultaneously be an idea-basher, I urge you to read on, and I promise the congruity will become apparent.
Are you guilty of committing initiative overload? Have you bit-off more than you can chew? As we head into the final month of Q1, it is my most sincere hope that you will take pause for a bit of reflective thinking – I would ask that you ponder the following question: “Am I so busy that I’ve lost the ability to be as productive as I need to be?” One of the most common problems facing executives is the lack of ability to remain focused on highest and best use activities. In fact many executives are their own worst enemy when it comes to taking themselves out of the “productivity zone” (see 
Great leaders understand the power, influence, and leverage created by great messaging. Do you ever find yourself sitting back and marveling at those leaders who always seem to have the right thing to say? Contrast this with the feelings you have when you hear an awful sound-bite that makes a leader look either uninformed or unintelligent. The difference between the two aforementioned examples is that great leaders have mastered the art of finding the right message regardless of the medium, market, or constituency being addressed. In today’s post I’ll share some of the messaging secrets used by the best leaders…