Mike Cardus

JULY 11, 2011

Creating and executing new revenue streams. I consulted and led a 6 month coaching and training process with the Executive Vice President of Human Resources and 14 of the Associate Vice Presidents. Team Building & Leadership Success Stories. Financial Services Group.

Team Building 94

Team Building TRIZ Succession Team 94

The Center For Leadership Studies

NOVEMBER 23, 2020

Fortunately, the surgeon operated before the worst could happen and my husband recovered completely. McClelland’s findings in a 1996 study showed that “when senior managers had a critical mass of Emotional Intelligence capabilities, their divisions outperformed yearly earning goals by 20%. 4 Sanchez P. Harvard Business Review.

Emotional Intelligence 98

Emotional Intelligence Training Goleman McKinsey 98

Next Level Blog

AUGUST 2, 2010

The result of the poor leadership and management includes mismarked graves, unmarked graves, split graves and at least four burial urns that somehow ended up in a landfill. The mess at Arlington reminds me of three truths that are critical to the effective management of any organization. When everyone's in charge, no one is.

Executive Coaching 152

Executive Coaching Blog Letter Video 152

Michael Lee Stallard

AUGUST 5, 2019

In addition to caring for patients in the exam room or operating suite, physicians face challenges of navigating the reporting requirements of new payment models. His life took a turn in 2004 and he “managed to taper off the drugs.” Today, Mr. Ortenzio heads his church’s ministry, Celebrate Recovery , to help addicts.

Stress 150

Stress P&L Self-aware Human Needs 150

Miles Anthony Smith

MAY 2, 2018

Unlike a business, your personal brand doesn't have hours of operation, it simply is 24/7/365. Jacoway "I leverage my avid love of learning and mastery of online technology to facilitate career management for trend-setting professionals who strive to be dynamic and high achieving in their business." Czar "I rescue troubled companies.

Brand 68

Brand Examples Career Godin 68

Harvard Business Review

DECEMBER 22, 2015

In an ongoing global survey of senior executives , more than half of the respondents said they didn’t think their company had a winning strategy, and two-thirds said they didn’t think their organization had the right capabilities to execute its strategy. First, these companies commit to an identity.

Execution 8

Execution Strategy Fashion Apparel 8

Harvard Business Review

NOVEMBER 19, 2013

There are a variety of places where corporations and boards look for potential CEOs, but the leagues of management consulting generally isn’t one of them. So why should a company consider hiring a management consultant to be their CEO? It can’t be the case that any old consultant should lead up a company.

Consultative 13

Consultative CEO Management Short-term 13

Skip Prichard

JULY 19, 2021

Captain Mark Brouker, retired US Navy , is a wealth of practical leadership wisdom gained from his military career as well as his experience as a professor, executive coach, and speaker. A few months prior, I had been selected to be executive officer, or XO (Chief Operating Officer), of U.S. Naval Hospital Rota, Spain.

Leadership 134

Leadership Crisis Learning-by-Doing Team 134

Harvard Business Review

AUGUST 6, 2014

In May of 2005, Yahoo CEO Terry Semel, cofounder Jerry Yang, corporate development executive Toby Coppel, and I — I was then chief financial officer of the Silicon Valley internet company — went on what would turn out to be a fateful trip to China. We were optimistic about Yahoo’s future in China as the deal closed in January 2004.

Chief Financial Officer 14

Chief Financial Officer Learning-by-Doing Operations IPO 14

Harvard Business Review

MAY 11, 2015

But what about the kinds of jobs where measuring someone’s “output” isn’t about counting the number of widgets they produced, but rather it’s about how they managed a team or influenced others or helped people collaborate better? Second, managers focus on opportunities, not score-keeping.

Management 8

Management Performance Review Review Mission Statement 8

Harvard Business Review

MAY 19, 2011

In turn, top executives should provide direction on improvement priorities down to front-line workers. And top executives don't have good mechanisms to share their vision downward. And top executives don't have good mechanisms to share their vision downward. But this is rare.

Process 16

Process Press Release Automotive Globalization 16

Harvard Business Review

MARCH 18, 2016

According to her story, a survey by executive-search firm Spencer Stuart found that about four out of five S&P 500 companies that chose a new CEO last year promoted insiders. That’s the highest proportion since the firm began conducting the survey in 2004, and a big increase since 2012.

CEO 8

CEO Automotive Survey Middle Management 8

Harvard Business Review

NOVEMBER 24, 2017

After expending considerable effort on formulating a strategy, most executives would like to see their company’s strategic plans fully executed. The gap between strategy and the execution of that strategy is often referred to as “ strategic dissonance.” The Gap Between Strategy and Execution.

Strategy 8

Strategy Strategic Planning Stress Hamel 8

Harvard Business Review

JUNE 17, 2013

In both C suites and boardrooms, discussions about business performance usually center on topics like market momentum, M&A opportunities, capital management, and productivity enhancements. Yet many executives don''t make culture a priority. We also shrank the corporate management team by half. And serial success can follow.

Company 12

Company Compliance Long-term Short-term 12

Harvard Business Review

APRIL 25, 2011

Nokia's inability to field a credible response to the launch of the iPhone in 2007 and Google's Android operating system in 2008 has precipitated a freefall in its share price. Kearney as "the best-managed company in the world" — not so different from Apple today.

Supply Chain 18

Supply Chain Long-term Brand Early Adopters 18

Harvard Business Review

JANUARY 20, 2014

When we started our first restaurant in 2004, our goal was to create a place where people wanted to not just eat but also to work. Customer service Managing people Morale Motivation Organizational culture' But what would this employee-centric vision look like in practice? Employees Perform Better When They Can Control Their Space.

Airlines 11

Airlines Bond Morale Workshop 11

Harvard Business Review

JULY 1, 2011

In 2004, the BBC Symphony Orchestra gave a performance of the modern classic 4' 33" by John Cage , a composition famous for its counterintuitive focus on the sounds of music not being played. I sometimes ask the executives and managers I coach to do something similarly counterintuitive. Searching for an untapped market?

Public Relations 18

Public Relations Execution System Marketing 18

Strategy Driven

DECEMBER 23, 2020

In 2004, there was a severe earthquake and subsequent tsunami that resulted in profound effects to several Asian countries, including India, Sri Lanka, Maldives, Thailand and Indonesia. COVID-19 has changed virtually everything, including the way electronics manufacturers operate. as well as the Tohoku earthquake in Japan in 2011.

Supply Chain 112

Supply Chain Compliance Fashion Efficiency 112

Harvard Business Review

FEBRUARY 9, 2011

Magazine profiles of very successful companies are endeavors of dubious value; they often manage to catch an organization just as it peaks and heads into decline, and the strengths they describe soon start looking more like liabilities. At the time Nokia was riding high, and my charge was to explain why that was so.

Team 15

Team Crisis Globalization CEO 15

Harvard Business Review

MARCH 17, 2011

After all, HSBC is not proposing to close its British operations. That, though, is a largely technical issue, because your nominal headquarters need not be your operational one. It probably wouldn't matter much if your operations were really evenly distributed across the world.

Banking 14

Banking Hedge Globalization Operations 14

Harvard Business Review

SEPTEMBER 21, 2012

If you're among the many multinational CEOs planning to appoint a local executive as your next country head in an emerging market such as Brazil, China, or India, you may want to think again. That long stint earned him the trust of the global CEO, Bill Hickey, and his top management team.

Globalization 8

Globalization CEO Long-term Operations 8

Harvard Business Review

MAY 17, 2012

This was the headline finding of a recent study (PDF) by the American Institute of CPAs and the Chartered Institute of Management Accountants. And they use it the way other companies use financial reports — to inform operational and investment decisions. In short, it is their primary management system.

Customer Loyalty 16

Customer Loyalty Loyalty CEO Intellectual Capital 16

Harvard Business Review

DECEMBER 22, 2014

But both trade and political alignment lumbered slowly forward until the current quarter and many American executives had become flustered with their India initiatives. America’s largest insurer, Allstate, announced plans to invest $1 billion in its India operations. Today there appears to a second gold rush to India.

Venture Capitalist 15

Venture Capitalist Price Marketing Learning-by-Doing 15

Harvard Business Review

MAY 20, 2013

It''s a lawyerly, exhaustive, exhausting rundown of all the things that could possibly weigh on the earnings of a giant global bank, from regulatory changes to loans going bad to a liquidity crisis to the possibility that "one or more of its employees causes a significant operational breakdown or failure."

Banking 11

Banking Crisis CEO Long-term 11

Harvard Business Review

OCTOBER 21, 2016

Today’s executives are dealing with a complex and unprecedented brew of social, environmental, market, and technological trends. These require sophisticated, sustainability-based management. This can disrupt a firm’s ability to operate on schedule and budget. ” Improving risk management.

Supply Chain 8

Supply Chain Price Loyalty Efficiency 8

Harvard Business Review

MARCH 23, 2011

The result: Employees get confused and cynical (senior management's "flavor of the month"). An executive decides on a different and better way to do things, and prepares a sales pitch that goes something like this: First: "We need to change. Perhaps worst of all, they are forced to abandon old approaches that worked.

Six Sigma 15

Six Sigma TQM Kaizen Balanced Scorecard 15

Harvard Business Review

DECEMBER 22, 2010

No wonder that a 2008 McKinsey survey found that only 20% of senior executives believe that their corporate philanthropy is effective in achieving social goals. As Nike's Senior Portfolio Manager Adam Day says, "The global development sector had overlooked the enormous potential of investing in adolescent girls to reduce global poverty.

Core Competence 15

Core Competence Market Segmentation Globalization Reputation 15

Leading Blog

APRIL 16, 2021

But Chrysler was in bankruptcy, and we didn’t know whether our Chrysler Jeep Dodge dealership that we opened in 2004 would survive the ax of the bankruptcy court. Operating a small business is not unlike owning a really old house: things break a lot, and you need to fix them, over and over and over. Ours did; over 700 did not.)

Learning-by-Doing 262

Learning-by-Doing Long-term Automotive Open-book 262

Harvard Business Review

AUGUST 15, 2011

When former auto executive Lee Iaccoca titled a book, " Where Have All the Leaders Gone ?" But if leaders take off and leave the work for others to do, resentments build up, no matter how much a particular manager thinks he or she has left clear instructions. And as the old saying goes, when the cat is away, the mice will play.

Contingency Plans 21

Contingency Plans Sharpe Bond Planning 21

Harvard Business Review

SEPTEMBER 27, 2012

Managers in these organizations translate corporate objectives into a few straightforward guidelines that help employees make on-the-spot decisions and adapt to constantly shifting environments, while keeping the big picture in mind. Its new management team took over an organization that was bureaucratic, overstaffed, and bleeding cash.

Strategy 9

Strategy Proposal Guidelines Net Present Value 9

Harvard Business Review

MAY 11, 2011

But more than two-thirds of 1990 industry leaders no longer existed by 2004. Clearly, this mental architecture was responsible for the execution ability of the most effective executives operating under pressure. What's more, these attributes were almost totally absent among the bottom-performing quartile.

CEO 19

CEO Self-aware Bottom-up Industry 19

Harvard Business Review

FEBRUARY 29, 2016

For example, it increased both the number and status of safety personnel, and it strengthened safety operating procedures. New executives take the helm. We analyzed 146 pharmaceutical firms between 1997 and 2004 for a quantitative look at this pattern of learning and forgetting after safety-based errors.

Organization 8

Organization McCombs Pharmaceuticals Learning-by-Doing 8

HR Digest

JANUARY 2, 2020

This threshold has been raised from the previous limit of $455 per week of 40 hours, which was set in 2004. There will be no changes in overtime protection for police officers, paramedics, nurses and laborers, including those in non-management production line work. It is estimated that 1.3

Safe Harbor 84

Safe Harbor Proposal Long-term Comparison 84

Harvard Business Review

OCTOBER 3, 2013

We studied how Wyeth, the large Pharmaceutical firm (now part of Pfizer) made dramatic improvements in cost and quality across its manufacturing operation. Between 2004 and 2006, for example, a Boston-based nonprofit called the Institute for Health Improvement led an effort called the “100,000 Lives Campaign” to raise awareness in U.S.

Pharmaceuticals 9

Pharmaceuticals Seminar Learning-by-Doing Open-book 9

Harvard Business Review

FEBRUARY 18, 2011

Over my 15 years of teaching a course on IT in health care, I've seen that for CIOs who are MDs, the skill of delivering difficult messages becomes part of their tool set for communicating effectively with senior management. The goal is for the CEO to make solving the problem a priority and place the issue on the "must do" list for execution.

System 15

System CEO CIO Chief Information Officer 15

Harvard Business Review

OCTOBER 27, 2014

billion in 2013, making him the fifth highest-paid fund manager in the land. After using borrowed money in the 1980s and 1990s, then opening up a hedge fund in 2004, he has since 2011 basically just been managing his own money. Icahn won that playground tussle. He’s been winning a lot of them lately. In 2012 it was $1.9

Hedge 8

Hedge Venture Capitalist Letter Reputation 8

Great Leadership By Dan

NOVEMBER 1, 2007

Eichenger and Michael Lombardo According to Day and Lord (1986), differences in the quality of executive leadership explain as much as 45 percent of an organization’s performance. Hunter and Schmidt (1990) suggest that it might be 48% for those executives who rank one standard deviation above average.

Agility 120

Agility Leadership Goleman ROI 120