In the News
Why And How To Manage Through This Inflation Differently Per Ram Charan
The Consumer Price Index (CPI) was 7.9% higher in February than it was a year ago, the highest rate of inflation in 40 years. In a conversation with Ram Charan this past week, he told me this round...
The Merger & Acquisition Leader’s Sub-Playbook #2 – Commercial
Per our earlier article on A Merger & Acquisition Leader’s Playbook For Success,...
Why Economic Self-Sufficiency Is Imperative In The Coming US-China Reset, Per Ram Charan
In addition to all that’s happening in and around Ukraine, the big macro issues of our...
The Merger & Acquisition Leader’s Sub-Playbook #1: Strategy
Per our earlier article on A Merger & Acquisition Leader’s Playbook For Success,...
What it Takes to Empower Front Line Employees
The Right Way for a CEO to Deliver Bad News
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
Why CEO Candidates Shouldn’t Even Take an Interview with JCPenney
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
Managing Training and Development as Experiments in which Failure is an Option
Culture Change & The Catholic Church: What The New Pope Can Learn from Past Leaders
The implications for business leaders are:
Culture matters. For most of us, culture is the only sustainable advantage
In general, start a culture change with an attitude change
Treat culture change as a marathon, not a sprint
Three Things To Remember When Onboarding Into A Smaller Organization
The same three things derail people onboarding into small companies as into large companies: poor fit, failure to deliver and an inability to deal with changes along the way. But the way to deal with those obstacles in smaller companies is different. You must:
Fit within the organization’s broader ecosystem as well as your workgroup
Deliver with fewer resources and less structure
Create change instead of waiting for it to happen
George Bradt of PrimeGenesis
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