PrimeGenesis Blog
Be Like Zappos’ Tony Hsieh – Answer Three Key Onboarding Due Diligence Questions
For Zappos CEO Tony Hsieh, the most important decision is where to play. He learned that playing poker. He applied it at Zappos. It’s critical for onboarding. In Hsieh’s words: Through reading poker books and practicing by playing, I spent a lot of time learning about...
Answer Three Key Onboarding Due Diligence Questions
Three Questions Leading to the Right Table The ability and willingness to assess and deal with risk is often a critical differentiator between success and failure. Once you’ve been offered the job—and only after you’ve successfully dealt with the...
Help Crafting Your 100-Day Action Plan
These things I know to be true: 40 percent of new leaders fail in their first 18 months That rate drops to 10 percent for the new leaders helped by PrimeGenesis Three things make for the difference: Getting a head start Managing the message Building the team A...
The New Leader’s Journal: Milestones
We used day two of the imperative workshop to put our milestones in place. It worked well. Nothing is real until there’s a name and date next to an action. Core milestones: Complete consumer and customer research – Faith August 31 Develop investment marketing plans...
Procter & Gamble’s John Pepper Votes With His Feet
One of the most moving moments of the U.S. Congress's protracted debt ceiling shenanigans was Congresswoman Gabriel Giffords return from her gunshot injuries to vote. Showing up then communicated how much she cared much louder than anything she could have said. Former...
A 100-Day Action Plan Helps a New Leader in Multiple Ways
PrimeGenesis has reduced the rate of new leader failure from 40% to 10% by driving three ideas: Get a head start Manage the message Build the team This past week, yet again, I was reminded of the value of having a 100-day action plan across all three. Get a...
The New Leader’s Journal: Imperative Workshop
Finally! I can have an opinion! Now that we’ve completed the imperative workshop I can say, “As we agreed ….” Before the imperative workshop, I had to say, “I think…” No one would value what I think...
What We Can Learn About Negotiating From the Great Compromiser
Be careful about how you engage with the organization’s existing business context and culture. Crossing the need for change based on the context and the cultural readiness for change can help you decide whether to Assimilate, Converge and Evolve (fast or slow), or Shock.
Remember, we’re all new leaders all the time. We’re continually engaging and re-engaging our colleagues to make things happen. As you do, make sure you understand all your stakeholders’ needs and concerns, so you can find your way between the extremes and keep your house of cards from collapsing into something that is far worse than anyone imagines.
The New Leader’s Journal: Listening and learning
Started having lunch with top performers this week. Went three to four levels down and had lunch with two people who recently received top box performance reviews. Sat down and said “I’ve read your review. You’re doing amazing stuff. Can...
Three Priorities in Ensuring a Smooth M&A Deal
AMN Healthcare Services CEO Susan Salka says its most recent acquisition of Medfinders is going “exceptionally well.” She believes the acquisition has strengthened its position as the country’s largest health care staffing company, leading to a doubling of fill rates,...