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Indeed, executives often see themselves as industry or functional domain expertswhether in tech, health sciences, finance, or as an engineer, designer, or head of operations. For example, evidence shows that for most of us, operating on fewer than six hours of sleep is equivalent to operating while drunk. In the U.S.,
Whether it's the death of a friend, loss of a job, a bad break-up, or the isolation of Covid-19, those who manage to be where their feet are will grow, stretch and emerge stronger, smarter, and more prepared as we find peace and gratitude in the pause. In his career as an executive at IBM, Cisco, and now as CEO of Anaplan, Frank A.
You’ll want to watch the interview, particularly if you, or someone you care about, feel called to take on a new challenge, or are particularly stuck or stagnating in your career. The first decade of my career (and all my formal education) was about leadership development and communication. The S Curve of Employee Growth.
There are some moments in your career that leave an indelible imprint – moments that end up defining WHO you are. ” And sometimes, you get to ask a brave follow up question, to those who have witnessed the moment. This sets up a wall between management and the rank-and-file that is very, very hard to knock down.
People show up with emotions that affect how they act. People have lives outside business that affect what they’re like when they show up. They come up with good ideas. That’s operational trust. Bottom Line. Jack Welch had a stellar career as one of the great CEOs of all time. People are Not Things.
This is the definition of presence, and it is only when we operate in the present that real creativity, growth and innovation occur. Operating in excess of that threshold will cause increased stress, lack of attention to detail and errant decisioning. Bottom line…success equals focus. I Think Not.
These priceless individuals value results and the bottom line. The leaders people want to follow balance bottom-up and top-down decision-making. They’re pros at the “science” part of the job, knowing the technical, operational, financial, regulatory, and process components of their job stone cold.
Generation Why : How Boomers Can Lead and Learn from Millennials and Gen Z by Karl Moore Perhaps more than ever before, young people entering the workforce are searching for meaning and authenticity in their careers. Chan Kim and Renée Mauborgne offer up a bold, new idea that will transform how we all think about innovation and growth.
Topping the list of experiences is a thorough understanding of your marketplace; most often, your candidate will have previously operated as a senior leader within a relevant sector. The CEO might find it incongruous the drive for re-invention and accelerated growth bottom and top line with market realities.
In the words of Robert Anderson and William Adams, authors of Scaling Leadership , “We are running an Internal Operating System that is not complex enough for the complexity we face. The bottom half is comprised of 11 Reactive Tendencies. How do you show up as a leader? As our context change, we have to grow with it.
These silos are staffed with legions of “tenured&# COBOL and C++ programmers, as well as &# tenured&# IT managers overseeing the operation. You see tenure is not synonymous with loyalty, but rather is more often a measure of compliance and survival. Walking into these organizations is often like traveling back in time 20 years.
I found early in my career that it was easier to motivate my staff with carrots rather than the stick. You should have the same process for your career. And rather than be judgmental, the profiling should help the client understand how they operate and boost their confidence in who they are. Plan — I help you plan. Smile or Die!
In fact they were all burned out in their careers fried, fizzled, and done. Moreover, burnout is also showing up in the bottom line of the company and having a shocking impact. When it’s your team that’s burned out, it’s has extremely negative consequences on you and your career. It’s just not healthy.
In this interview author Jeff Howe asks Christensen questions about his career and sheds thought-provoking light on how he became so important to the business world. According to Christensen, you keep nimble and respond to up-and-coming innovations at the bottom of the market. So how do leaders make lasting change?
Posted on July 7th, 2010 by admin in Leadership , Operations & Strategy , Rants By Mike Myatt , Chief Strategy Officer, N2growth I have read some interesting articles and blog posts of late on the subject of CEO term limits, and felt this topic worthy of discussion.
Posted on March 24th, 2010 by admin in Miscellaneous , Operations & Strategy By Mike Myatt , Chief Strategy Officer, N2growth Is the customer really always right? Lost Ancillary Revenue : On average, a single account is good for a 30 -40% cross-sell and up-sell revenue increase over time as new products, services, joint ventures etc.
Also, a common response is to confuse a sales engine, fulfillment process, operational process, technology platform, or any number of other areas as business models, where this is not the case. The bottom line in regard to today’s thoughts on business modeling can be summed up in the following three points: 1.)
Bottom line…Just because a business has a particular advantage doesn’t mean that it can disregard sound business logic. Great businesses are in constant search of improvement, innovation, change, disruption, knowledge and other strategic leverage points that lead to a competitive advantage or operational enhancement.
Are you someone who shows up to work, or are you the person who shows up on fire for what you do? You might do well enough when you approach your career as just a job. You’ll show up, perform your tasks, and clock out. Because you’re not just showing up to collect a paycheck. That’s when the magic happens.
Bottom line…if you have high employee turnover (see “ Cutting Employee Churn “), a fractured corporate culture, a lack of leadership development and mentoring programs, regressive compensation programs, and a lack of C-level focus on talent then talent cannot be your biggest asset. I Think Not.
They were the born leaders we all grew up with. I meant this post to be more of a thinking exercise than a choosing-up sides and fighting till the bitter end drill. They were your class presidents, team captains, club leaders, and the people who held virtually all the available leadership positions you can imagine early in life.
It’s also important to understand that a toxic culture cannot exist if toxic people are not allowed to take up residence. Bottom line - toxic individuals kill productivity, and if allowed to run unchecked can have a much broader and deeper impact on an organization than one might think. I Think Not.
From my perspective, the issues surrounding conflict resolution can be best summed-up in three words…&# Deal With It. &# While you can try and avoid conflict (bad idea), you cannot escape conflict…The fact of the matter is that conflict in the workplace is unavoidable. If so, you likely have issues with conflict.
Bottom line…personal responsibility and accountability have always been the ultimate leadership “hot potato&# in that everyone wants to be in charge, but few are willing to take ownership of the never-ending obligations that go along with the privilege of leadership. What say you??? 2 Tweets Who’s In Charge?
Leaders and non-leaders alike need career-pathing, training and development. Bottom line…the way you identify leaders is not through psychological profiling or some miraculous transformative process. They're the ones on behalf of the team who step up and do a faceplant with an oncoming tomato.
Let me be blunt – you won’t earn anyone’s respect, at least not the respect of anyone who matters if your concern for career success overshadows your concern for the well-being of your family. Think About Your Legacy: Create a legacy that transcends your career. What I can tell you is that I’ve always made my family a priority.
As I’ve said many times before, things don’t always have to boil down to either/or types of decisions – not everything must end-up on the altar of sacrificial decisioning. Bottom line…check your motivations. With the proper perspective and focus it is quite possible to be both efficient and effective. Effective (N2Growth) [.]
Plagued with poor morale and operational problems, almost every sailor who could was leaving the navy. Retention was at the bottom of the fleet. In other words, show up, we’ll tell you what to do. We went from worst to first in most operational measures including retention. They “are briefed.” About the Author.
And to top it off, they have no technical experience to operate their own machines. Grow up and learn your tools inside out. Screw this up and you cut your sales dramatically. And their attitude is they are ‘too above’ this issue to worry about it — bottom line, YOU’RE NOT. Smile or Die!
Bottom-Line… [link] Dr Sarah Morris Great post! I think not. While confidence can be mistaken for arrogance, and vice-versa, they are clearly not interchangeable terms. Ramzi I think arrogance is a sign of lack of self esteem. I Think Not. Whos Reading N2growth Twitter Updates mikemyatt: Poor work requries a lot of explanation beca.
I was struck not only by their disciplined approach but also by their freedom to discover, develop and design within broad operating parameters—conditions I did not typically associate with large, for-profit corporations. There I observed a wide array of Abbott executives, scientists and managers.
And yes, we began to see a trend develop from the lens of professionals who work in the trenches every day on finding and developing talent; the bottom line seems to be, it is all centered around understanding the power of people-centric leading. One crucial trait for a high performing organization is understanding and embracing resilience.
Bottom Line—face reality—the good, the bad, and the ugly! Help people see themselves operating in the new environment. At regular intervals, provide up-to-date information on progress and problems. Build relationships—get to know your people—their interests, family, key accomplishments, frustrations, and career goals.
This is true in all three directions: top-down, horizontally, and bottom-up. Involve bottom-up: Traditionally, organizations follow a top-down design, resulting in one-way communication. You as leader play a pivotal role by ensuring excellent interpersonal communication is the basis from which your team operates.
As the old saying goes “you only get one chance to make a first impression,&# and often times it is the perception of appearance that determines whether or not you are even afforded the opportunity to get up to bat. The truth is most people when first meeting someone will quickly attempt to size them up.
If you crush the individual character and spirit of those who form your team, how can your team operate at its best? If a conflict does flair up, you will likely minimize its severity by dealing with it quickly. The bottom line is that people matter, and but for people organizations don’t exist.
Bottom line…unproven leaders come with a high risk premium. Bottom line – leaders who build a static business doom themselves to failure. Someone who has consistently experienced success in leadership roles has a much better chance of success than someone who has not. Visit [link] to learn more about the leadership system.
You’re moving on up. Making your way up the ladder, dodging bullets, using every last bit of your intellect and motivation to deftly ingratiate yourself with key decision-makers. Operational - Know how the organization works inside and out. Sit at home and map out your operational chain from start to finish.
While many people immediately conjure-up an image of the ever so tough, bombastic extrovert without an ounce of compassion as the picture of what constitutes a real leader, nothing could be further from the truth. The act of operating in the truest best interest of others is the issue. Starting to get my drift? What do you think?
That said, I have little use for social networking junkies who collect friends/followers/contacts just for the sake of watching the numbers go up, while adding little or no value to their network. We have all been the victim of somebody's saved up tweets-all blasting out at one time. And then the cynic in me emerges.
My advice to you is not to let your business get caught up in embracing random ideas – at least not without some initial analysis being conducted to determine the likelihood of success. Contingency : Nothing is without risk, and when you think something is without risk, that is when you’re most likely to end-up in trouble.
These workers leave for a variety of reasons, including limited career growth and pay. Eagle Hill reports that replacing a mid-level employee – including hiring and training costs, in addition to lost revenue and lost productivity – can add up to 150% of that employee’s salary. But it’s not just the best workers.
The following is an excerpt from Chapter 3 of The Business Sergeant’s Field Manual: Military Grade Business Execution Without the Yelling and Push-ups. Your employees should be as fired up about your passion and vision as you are. Lesson 17: Make Sure Your Vision is Shared. That’s the level of commitment you need. Ranked #9 on Inc.’s
No is not all it’s cracked-up to be…Still don’t believe me? It means your vision is not understood, your team is not aligned and your talent is not performing up to par. Bottom line…Yes is not a sign of weakness – it’s a sign of intelligent leadership.
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