Talent, Leadership, Culture: The Number 1 Operating Challenge Cited By CEO’s

By John Mattone
Chair, Culture Transformation, N2Growth

What has been top of mind for corporate boards and CEO’s worldwide since 2004? It is not competitive threats, rising costs, innovation challenges, risk management, technology, debt, or even the regulatory environment. Corporate directors and CEO’s identify the need to create and sustain a leadership and talent culture that drives superior operating results as their #1 current and future challenge….and, this has been the case since 2004!

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The Poker’s Bluff No Longer Works

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

Untitled1In the card game of poker, a bluff is a bet or raise made with a hand, which is not thought to be a winner. The objective of a bluff is to induce a fold by the opponents who hold the better hands. The size and frequency of a bluff determines its profitability to the bluffer. By extension, the term is often used outside the context of poker as in leadership to describe the act of making promises one cannot execute. Having the pokers bluff in mind as it relates to the behaviors of leadership, strategy and execution, I couldn’t help but to think about the hallmarks of change – disruption and the use of Crisis Leadership as a means of disrupting incumbent marketplace decisions.

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Louis CK: Walk Away… And Come Back Fresh

By John Baldoni
Chair, Leadership Development, N2Growth

So you write, produce and star in a hit TV sitcom, what do you do next?

If you are comedian Louis CK you walk away. As he told Fresh Air’s Terry Gross, “I wanted the show to feel new again. I felt like I did three seasons that were all one spurt, and that felt good and I wanted to forget the show, so I took time to forget about it. I aggressively forgot the show existed for a few months.”


The Brilliance Of Naiveté

By Mike Myatt
Chairman, N2Growth

* This post was originally published on Forbes

I was speaking with a colleague last week who at one point in our conversation referred a third party as being naïve, to which my response was, “I’m not so sure that’s a bad thing – perhaps we should all be a bit more naïve.”  The seed I was trying to plant was that if people (particularly those in leadership) spent less time defending what they think they know, and more time exploring the vast universe of what they don’t know, we might make more progress.


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We listen to leaders who talk but we pay attention to leaders who listen.

~ Brian Layer

Important decisions are best made by a group that is diverse.
~ Patricia H. Lenkov

Good organizations post their values on every wall. Great organizations put them in every action.

~ Brian Layer

Leaders who fail to be accountable “to” their people will eventually be held accountable “by” the people.

~ Mike Myatt

Lessons from a Grand Jury

By Patricia Lenkov
Chair, Executive Search, N2growth

I spent the month of January performing my civic duty on a Grand Jury in Manhattan. Images of “Law and Order” stars on the steps of the Lower Manhattan courthouse were quickly replaced by the bleak reality of what felt like eternal days listening to the misconduct of my fellow New Yorkers.  Nevertheless, the experience turned out to be enlightening in many ways.

At the end of each case that was presented with facts, figures, commentary and an occasional video, we Grand Jurors were left to deliberate on whether indictments would ensue. This process felt oddly familiar. Here was a group of people coming together to make impactful decisions that would affect others in significant ways. I soon realized that there were numerous lessons that could be taken from this very controlled experience and applied directly to the still slightly less sanctioned boardroom.

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Are you linking your Leadership with your legacy?

~ Damian “Skipper” Pitts

Solution = Conflict + Collaboration

~ John Baldoni

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