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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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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Being A Courageous Leader

By Grant Wattie
President, N2Growth Australia

The Red Badge of Courage is a novel by Stephen Crane (1871–1900). Taking place during the American Civil War, the story is about a young private of the Union Army, Henry Fleming, who flees from the field of battle. Overcome with shame, he longs for a wound, a “red badge of courage,” to counteract his cowardice. When his regiment once again faces the enemy, Henry acts as standard-bearer.

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The Five Strategic Rules of Leadership Clarity

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

In today’s leadership and strategy methodologies, leaders and organizations need to have five strategic rules of leadership clarity present in order to achieve greater outcomes of effort within their organizational designs. And, when they are successful, everyone will be able to manage complexity – the new complexities of business – without becoming complicated. The five strategic rules of leadership clarity are outlined as:

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Put ‘Moxie’ Into Your Leadership

By John Baldoni
Chair, Leadership Development, N2Growth

Once upon a time when we admired someone for their grit and determination we said they had moxie. It’s an old-fashioned word popularized in movies of the Thirties and Forties about those who battled the odds. It’s a word that has always stuck with me, and for that reason I decided to focus my newest book on what it means to have guts, gumption and perseverance –moxie!

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N2Growth Next Practices

Leading Transformational Strategy – Next Practices

By Mark Hefner
Global Practice Chair, Strategy Realization N2Growth

Not all business strategies require the same degree of change to be considered successful. Many are simply a continuation of an already established path and destination. Others identify change in some areas of the business but those changes do not represent a significant departure from the status quo. Some strategies however require transformational change. These strategies are usually required when companies are either in deep trouble or pursuing significant and new market opportunities.

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Strategy – Why It’s Broken And How To Fix It

By Mark Hefner
Global Practice Chair, Strategy Realization N2Growth

Only 20%-30% of corporate and business unit strategies successfully deliver expected results. That is a bold statement. However this statistic has been reported in many studies from reputable firms and publications and mirrors much of what I have observed and experienced during my career.

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The Toxic Leader

By Grant Wattie
President, N2Growth Australia

There is a new definition of leadership in our lexicon. The seagull leader is someone who flies in, s**t’s over everything, and leaves. I’m constantly amazed when working inside organizations that the names and examples of such people come up constantly in the conversation. Yet rather than being weeded out, they seem to survive and thrive in an institutional ethic that values by choosing short term greed over longer-term value and culture.

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Management: Good Service Begins (And Ends) With Good Values

By John Baldoni
Chair, Leadership Development, N2Growth

“They make it easy for us to do our jobs right.”

That is what a young service advisor at my local dealership said to me when I complimented him on his service acumen. He had overhead him speaking to a new customer; he was solicitous of the customer’s needs and made no effort to “upsell” him on services he didn’t need. In fact, he didn’t sell him anything; he just advised.

This dealership, founded by Howard Cooper in Ann Arbor, Michigan, has a history of customer service. When Howard sold the store in 2012, he took a portion of the proceeds and distributed them to his employees based upon their tenure. For every year of service employees received $1,000. Even employees who had less than one year service received something in profit sharing. The new owners (Germain Honda) are building on the service tradition that Howard Cooper established.

 

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Working Without Purpose Is A Waste Of Time

By John Baldoni
Chair, Leadership Development, N2Growth

“Sometimes you can learn best about a topic by identifying what it isn’t before you define what it is.”

This hit home with me when I was asked how you could know when an organization lacks purpose. The interviewer was Shawn Murphy, a workplace consultant and host of the popular “Work That Matters” podcast. I thought the question was brilliant because it challenged me to define purpose by first describing what it was like without purpose.

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