What We Can Learn About Leadership From Maker Of Nutella

By John Baldoni
Chair, Leadership Development, N2Growth

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.

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Mediocrity and disappointment are the outcome from following “Best Practices” for Managing Strategy

By Mark Hefner
Global Practice Chair, Strategy N2Growth

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.

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The Truth About Titles

A Chief What Officer? The truth about titles.

By Brody Clemmer
Chief Innovation Officer, N2Growth

I have been a Digital Marketer, a Genius, a Business Representative, and a Shift Manager. I have guided through the titles that life has graciously provided me, without a true understanding of what it meant. Now, I find myself in this position again as a Chief Innovation Officer. When people ask me, “Brody, what do you do?” I tell them my respective title. When they look at me with a puzzled ‘yeah right!’ face, I say something to the effect of – “That means I sit in a chair and think about things.” It’s not wrong, that is my job, and for those only seeking your title, that’s all they care about.

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Write Your Leadership Legacy in 6 Words

By Grant Wattie
President, N2Growth Australia

While having lunch with a number of writers, Ernest Hemingway claimed he could write a short story that was only six words long.

When the lofty group of writers scoffed at the notion, he invited each of them to put ten dollars on the table, saying that if he was wrong he’d match it. But if he was right he’d keep the money.

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Trust Your Gut When Making Decisions

By John Baldoni
Chair, Leadership Development, N2Growth

You will make the best decision you can make.

That advice comes from a scene in the movie, 13 Days in October, about the Cuban Missile crisis. It was a time in 1962 when the United States and the USSR came about as close as they could to nuclear war.

In the movie recreation Kenny O’Donnell, de-facto chief of staff (played by Kevin Costner), has a conversation with President Kennedy (played by Bruce Greenwood) before Kennedy is to go on television.

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PRINCIPLES OVER PROCESS

By Mark Hefner
Global Practice Chair, Strategy N2Growth

ADVANTAGE STRATEGY

Five Paradigm-Shifting Principles

Repeatable processes and procedures add great value in stable and predictable times. Those are not the times we live in today or likely in the future. Strategy that works has got to be based on something that proves successful in unpredictable, fast moving, and changing times. Principles, not process and procedures, provide the overarching guidance in any situation for making the right decisions and taking the best action.

A move toward the Advantage Strategy Paradigm begins with the adoption and commitment to a set of principles that guides all executives in the decisions and actions they take related to developing, planning, and executing strategy. Principles provide a broad context for strategic action and guidelines that can be communicated and taught at all levels of the organization, eventually becoming part of the organization’s culture. Throwing out standard process and procedures in favor of a handful of powerful but easily remembered principles for managing strategy will soon begin to show improvements in your business results.

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6 Communication Habits of Extraordinary Leaders (and How They Manage Conflict)

By Grant Wattie
President, N2Growth Australia

Like him or not, in my view President Obama is the epitome of a master communicator. Next time you see him on television notice his use of communication strategies including body language, voice inflection, gestures, and the intuitive ability to establish and maintain trust.

Communication is critically important for personal and professional effectiveness. In my experience as an executive coach and counsellor, most relationship issues, especially conflict can almost always be attributed to poor communication.

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Get Off The Strategy Merry-Go-Round

By Mark Hefner
Global Practice Chair, Strategy N2Growth

Most organizations, and even most strategy consultants, are using strategic planning frameworks built for business models that were designed during the industrial age. These methods are antiquated in both efficiency and effectiveness. They are complex – they are costly – they are slow – they are broken.

Whether you are a working at a company-wide, business unit, functional, or product level, formulating strategy, planning it, and executing it has become too complex, too structured, too rigid, too slow, and more than half of the time does not produce the promised results.

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THE NINE DEADLY SINS OF LEADERSHIP

By Grant Wattie
President, N2Growth Australia

Now, before you think I’m going to get all religious on you, let me define the word “sin.” In the original Hebrew language, sin is defined as ‘missing the mark’, much the same as an archer may miss the mark when shooting for a bull’s-eye.

In my opinion, leadership starts with deep reflection to be aware of any limiting blind spots. The following nine (9) deadly sins will help you reflect on how you may be limiting yourself both personally and professionally as a leader. In my experience everyone has at least one of these primary flaws that are dominant in their personality, so which one(s) can you identify with?

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law enforcement strategy

Five Strategies for Leaders in Law to Remain Culturally Fit

By Damian D. “Skipper” Pitts
Chair, Organizational Development, N2Growth

Albert Einstein said; “We cannot solve our problems with the same thinking that we used when we created them.” In thinking about this statement and in light of the events across the nation regarding the crisis in law enforcement, there are five strategies Leaders in Law can adopt to elevate their agency to the next level. Whether the agency is experiencing challenges or not, these five strategies will provide the thought-leadership to navigate the rough waters in the sea of conflict. Leaders in Law must first understand that the fabric of leadership is the strength that tightly holds the culture together and leadership must remain in a continuous state of forward-motion at every level of the organization. With that, all Leaders in law must be willing to adopt a different approach to achieve improved outcomes and results from their leaders; more specifically, they must…

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