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To most of us, mentors are people of experience and knowledge who help the less experienced advance their careers and/or their education. In the early days of my 40 year business career, I was lucky to work under two gentlemen who instilled several critical success factors that guided me from Brand Manager to CEO.
I may be the only executive educator who actually measures whether the participants in my leadership development courses actually do what I teach--and then measures if they are seen as becoming more effective leaders. It also probably explains why you don't do many things in your life and career that you know you should. Life is good.
The fact is, after being a huge success in a career that has brought benefits like leadership, relationships, contribution, meaning and happiness, playing mediocre golf with a bunch of old men at the country club isn't really that great. In 2009 Marshall's friend the late CK Prahalad was ranked #1 and Marshall was ranked #14.
Prahalad's 1989 HBR article "Strategic Intent" brought about a discontinuous shift in my career — from a professor of accounting to a researcher on strategy and innovation. Hamel and Prahalad have an entirely different point of view. Leadership is tested during adversity. Gary Hamel and C.K.
These were great companies with top-notch leadership, solid management processes, and access to the best and brightest strategists. Prahalad used to recommend that a company's strategy should be developed by its thirty-year-old rookies instead of its veterans: The new guard will be more vested in the future than the past.
Jim Kim (President of the World Bank), Peter Drucker (founder of modern management), Paul Hersey (noted author, teacher, and personal mentor of mine), and Warren Bennis (one of the world’s greatest leadership thinkers of his time). Has been recognized as the World’s #1 Leadership Thinker. Co-founder Partners in Health.
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