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Winning Now, Winning Later: Playing the Infinite Game

Leading Blog

W HEN David Cote became CEO of Honeywell in February of 2002, the company was a train wreck. By taking the right actions to improve operations now, we could position ourselves to improve performance later, while the reverse would also hold true: short-term results would validate that we were on the right long-term path. He did both.

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SERVANT Leaders are Needful – Acronym Model

Modern Servant Leader

Operating environments change rapidly. For the drill press operator (who should be voting on the kind of tool to use) to vote on whether to declare a stock split would be equally foolish. These include the following from Spears and others, Frick & Sipe as well as Russell & Stone (2002). The only constant is change.

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First Look: Leadership Books for June 2020

Leading Blog

Upon becoming Honeywell’s CEO in 2002, he encountered an organization on the verge of failure, thanks to years of untrammeled short-termism. Dave Cote is intimately familiar with this problem.

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Building Trust Through Behavioral Integrity

Great Leadership By Dan

Tony Simons’ powerful article, “ The High Cost of Lost Trust ,” appeared in the Harvard Business Review in 2002. In that piece, he described his team’s efforts to examine a specific hypothesis (“Employee commitment drives customer service”) in the US operations of a major hotel chain.

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Operating Outside Legal Boundaries Helps Companies To Innovate

The Horizons Tracker

New research from IESE explores “informal disruptors” companies that operate outside legal boundaries but quickly gain consumer acceptance due to the value they provide. This peer-to-peer audio file-sharing service disrupted the music industry during its brief existence before bankruptcy in 2002. Take Napster, for example.

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6 Q Leadership

Great Leadership By Dan

Zenger and Folkman (2002) report that the top 10% of leaders produce five times as much net profit as the bottom 10 %, and twice as much as average leaders. TQ – Technical/Operational Quotient Top leaders know the business. They have the operational skills to make things happen. What does this enlightened leader look like?

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10 Misconceptions About People At Work

Mike Cardus

Unfortunately when this question is asked to executives and managers they are operating off false theories of folklore that are leading them to treat employees as less than capable. List is from Elliot Jaques “Social Power & the CEO” 2002. From the one you believe, do you as an employee operate that way? Why do you work?

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