PrimeGenesis Blog
Risk & Reward: Does Your CEO Take the Bet?
Choosing where to play is the CEO’s big bet. He or she must lead the strategic direction of the company by examining the business environment, organizational history and recent results.
It’s essential to get clear on the organization’s purpose and principles, attitude and values that will have the most meaningful impact. But all those considerations follow the first question of, “where to play?”
Senior leaders must make the choice about where to play. Then follow through and drop the other shoe of where not to play. Make the decision. Take the bet. And then make sure everyone else understands the logic of the choice and follows through to make it happen. Play the card. Burn the bridges.Move forward.
Three Guidelines for Intel’s New CEO
This is Brian Krzanich’s moment as Intel’s new CEO. It was planned, seen and known. One can only hope he has managed the prelude well and can take advantage of the moment since Intel is at a point of inflection.
How to Turn Rejection into a Job Offer
Thoughts for the candidate:
Do great work all the time
Manage rejections with care
Invest in your own onboarding
Thoughts for the hiring manager:
Keep your options open
Leverage interim resources
Manage transitions with care
Executive Onboarding: Manage through the stages of onboarding, from before the first contact well past the first 100-days
Webinar | Assocation for Talent Development (previoudly ASDT) | George Bradt | April 18, 2013
Executive Onboarding: Manage Through the Stages of Onboarding, From Before the First Contact Well Past the First 100 Days
Webinar | Association for Talent Development | George Bradt | April 18, 2013
IBM, Ritz-Carlton and Yum! Brands Empower Front Line Employees… Do You?
The strongest leaders get that it’s not about them. It’s about the others. Whether you call them “first followers” or “front line,” leadership is about inspiring and enabling others to do their absolute best together to realize a meaningful and rewarding shared purpose.
Wikipedia
In their new book, “Judgment on the Front Line: How Smart Companies Win By Trusting Their People,” Chris DeRose and Noel Tichy drive the importance of trusting the people in the know – the ones who are on the front line.
Similarly, organizer Randy Joy Epstein started the first ever TEDxTimesSquare this week with a video on how the First Follower Transforms a Lone Nut into a Leader. Both DeRose and Tichy’s book and the TEDxTimesSquare conference made the following points:
Empower others
Switch from conflict to collaboration
Inspire with trust
Best Advice for New JCPenney CEO: Sell Quickly
It’s time for JCPenney to follow K-Mart into oblivion. As one retail expert explained to me, JCPenney was “A place Middle America went to for underwear.” Guess what? These days Middle America has lots of other places to get underwear including Wal-Mart, Target, TJMaxx, CheapUnderwear.com and the like.
Sooner or later JCPenney is going to go away. The best thing their new/old CEO Myron Ullman can do is to make it go away as soon as possible. The faster he can sell its assets to one of the winning retailers, the better for all involved.
Leading with a Clear Vision
Align everyone around a meaningful and rewarding shared purpose.
Execute against that purpose on a societal, business and individual level with the discipline to keep the efforts separate.
Leverage the synergies. There are always synergies between efforts with the same purpose.
Beyond 10,000 Hours: The Constant Pursuit of Mastery
Robert Greene’s new book “Mastery” makes a compelling case that mastery is earned, not granted. He describes three distinct phases of the journey, I) Apprenticeship, II) Creative-Active and III) Mastery. For leaders, it’s valuable to apply this thinking to their own quests – particularly keeping in mind the goal is not to become a master, but continually to pursue mastery with a purpose. Three suggestions for ongoing success:
Embrace your own unique talent
Develop it into a strength
Devote yourself to a cause
The Key to Turning an Entrepreneurial Venture into a Real Business
The good news about successfully going to market is that you get customers. That bad news is that customers complicate your life. All of a sudden you need things like systems and processes. Entrepreneurs hate systems and processes. Transformers know you have to have them, but find them less fun than transforming things. Thus, the people best suited to manage sustaining systems and processes with the appropriate levels of detail and discipline are different than the starters and transformers.