Chair, Leadership Development, N2Growth
Everyone says self-awareness is essential to effective leadership. It is, but there is another aspect to awareness that may be equally compelling and sadly overlooked. It’s self-management.
It’s one thing to know yourself. We know what we do well. Yay! That’s why we are so good at what we do. We may even know what we are not so good at it so we ignore it. Boo! That can hurt us.
Well, that’s a question that I could not have imagined until recently when I participated in a group hug of Riley’s Children’s Hospital in Indianapolis. The hug was an idea that Scott Moorehead, CEO of TCC, and Ryan McCarty, director of the Culture of Good at TCC, conceived as a way to dramatize the positive emotions we feel when we do something good for others.Read More›
When senior executives take a hard look at their organizations they sometimes marvel at the teams that seem to do it all. Such teams meet the deadlines, conform to budgets, and best of all they work together really well. And they even seem to have fun doing it.
Very often such teams may not have the “best or the brightest.” Certainly they have individuals with talent and skills but they don’t have the superstars. They have each other instead.
My guess is that your answer is less than half or at least “not enough of them.”
Delivering on strategic initiatives on time, every time, is the hallmark of organizations that are best in the world at executing strategy, and they’re rewarded with a premium put on the value of their company.
Organizations that can’t deliver on their strategic initiatives fail at executing their strategy, and organizations that fail at executing strategy will not survive. It is just that simple. Improving how your organization delivers strategic initiatives increases your ability to execute strategy and, therefore, should be one of your organization’s top business imperatives.Read More›
You will never do anything in this world without courage. It is the greatest quality of the mind next to honor” ~Aristotle
The word manifesto can be traced back to the Latin root manifestum, which means clear or conspicuous. A manifesto is defined as a declaration of beliefs, opinions, motives, and intentions. In other words, a document that an organization or person writes that declares what they value.Read More›
“Wealth is like sea-water; the more we drink, the thirstier we become.” ~Arthur Schopenhauer, German Philosopher
If Schopenhauer’s quote is true, then the mining magnate, Gina Rinehart (one of the richest women in the world who’s worth an estimated $12 billion) is very thirsty indeed.Read More›
You don’t know how tough our business is!
That’s a lament that I hear from executives, be they in software development, technology hardware, finance and banking, or automotive. Even people in my field of human development complain about the effort it takes to generate work.
I have to confess that I knew nothing about Michele Ferrero until I read of his passing. Which is not surprising. As The Economist noted in his obituary, this Italian businessman from the Piedmont gave only one interview in his entire life. It was to Italy’s La Stampa and he did so wearing sunglasses, to shield his weak eyes a well as to recede into the background.
Strategy management processes and the so-called “best practices” most organizations follow have not kept pace with the demands of the marketplace and the performance expectations of shareholders. By definition, best practices are “tried and true,” meaning they have been around for a long time—too long.Read More›