N2Growth Blog

AUGUST 22, 2010

The harsh reality is that great numbers of leaders continue to operate in a vacuum by sequestering themselves away in the corner office and attempting to lead from afar. Trust me when I tell you that being out of touch is never a good position to find yourself in as the CEO.

Blog 417

Blog Gordon CEO Consultative 417

N2Growth Blog

SEPTEMBER 28, 2020

Whether leading an emerging growth company or a large multi-national corporation, aside from the CEO , there is arguably no position that has impact and contribution like the CHRO. Find HR’s hand (in a good way) in everything as an enabler and contributor to operations flowing all the way through to customer/client satisfaction.

Human Resources 476

Human Resources Globalization Resources Diversity 476

Leading Blog

NOVEMBER 3, 2023

That’s a shame because the aviation industry as a whole still continues to be an industry model for how to operate with extremely high reliability despite having a highly fragmented set of organizational entities. There’s no single CEO-like entity and no hierarchy for single accountability. logistics, and finance.

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Industry Stage-Gate Organization Company 303

N2Growth Blog

AUGUST 9, 2010

I cannot even begin to count the number of times I’ve had a CEO tell me that certain immutable business principles just don’t apply to his/her business because, “this business is different.&# Moving on…Believe it or not, CEO is not always synonymous with all knowing business guru.

Blog 305

Blog Brand Depreciation CEO 305

N2Growth Blog

AUGUST 23, 2010

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. Is your rubber-band stretched so tight that it’s about to snap?

Blog 419

Blog Leadership Brand Depreciation 419

CEO Blog

NOVEMBER 24, 2010

CEO Blog - Time Leadership Wednesday, November 24, 2010 Angel Capital vs. Venture Capital Angels and VCs are often very synergistic. Their background in operations of a business often makes them more suitable to do the detail work. VC can often: 1 - Provide more money and more follow on rounds of financing.

Blog 190

Blog CEO Due Diligence Leadership 190

In the CEO Afterlife

DECEMBER 11, 2011

In the CEO Afterlife. I was Nabob’s VP of Marketing, a 32 year-old disciple of an excellent turnaround CEO – a fellow by the name of Hugo Powell who eventually moved on to Interbrew (now Anheuser-Busch InBev ) as CEO. While they have NFP status, they are a large organization so the finance picture is significant.

CEO 201

CEO Advertising Franchising Brand 201

N2Growth Blog

OCTOBER 18, 2010

As much as you may wish it wasn’t so, as a CEO you’re really only as good as your last decision. As a person that works with CEOs and entrepreneurs on a daily basis I can tell you with great certainty that all leaders are not created equal when it comes to the competency of their decisioning skills. They make bad decisions.

Blog 416

Blog Analysis CEO Brand 416

N2Growth Blog

JULY 11, 2010

A CEO’s ability to perform effectively is so closely tied to their ability to form a clearly articulated vision, evangelize the vision and then to execute on their vision, that no real discussion on executive leadership should take place without an emphasis on vision. But hey…you hear that from me on a fairly consistent basis.

Blog 379

Blog Leadership CEO Brand 379

N2Growth Blog

NOVEMBER 16, 2010

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Blog 366

Blog Leadership Depreciation Brand 366

Leading Blog

JUNE 13, 2011

And no one needs to understand that more than the CEO. Your talent assessment/development systems should have as much “rigor and repeatability as systems used for finance and operations.” And you should “review people as thoroughly and regularly as you review operations, business performance, strategy, and budgets.”.

Development 285

Development Charan Leadership CFO 285

N2Growth Blog

MARCH 31, 2011

Savvy CEOs simply aren’t in a rush to close the deal and secure the funding if it means sacrificing knowledge, experience and influence. By Mike Myatt , Chief Strategy Officer, N2growth . I have watched entrepreneurs and executives initially trivialize the value of influence in a capital transaction, only to regret it down the road.

Influence 321

Influence Due Diligence CIO Business Model 321

N2Growth Blog

OCTOBER 28, 2010

Anyone paying attention to current events has recently witnessed that it doesn’t really matter whether you’re a politician, investment banker, CEO, or just an average citizen, when it comes to making a simple decision, managing a crisis, or attempting to exploit an opportunity, timing is everything.

Blog 418

Blog Leadership Self-aware Crisis 418

N2Growth Blog

AUGUST 16, 2010

If I only had a nickel for each time a CEO has told me “We have the best talent in the industry.&# If CEOs spent half as much time on talent initiatives as they do complaining about talent, their companies would see significant improvement thus obviating the need for all the complaining.

Blog 366

Blog Politics Mission Statement Brand 366

N2Growth Blog

OCTOBER 1, 2010

Over the years I’ve met more than a few CEOs who paid little or no attention to their board of directors, only to find themselves wondering what went wrong as they were being ushered out the door prior to the expiration of their employment agreement. As a CEO, your board can be one of your greatest allies.

Blog 334

Blog Management CEO Brand 334

N2Growth Blog

JANUARY 18, 2011

Show me a CEO with a bad attitude and I’ll show you a poor leader. As a CEO, how can you expect to inspire, motivate, engender confidence, and to lead with a lousy attitude? Leaders are not perfect, and as CEO, trust me when I tell you that you’re going to have your fair share of bad days.

Leadership 420

Leadership CEO Blog Learning-by-Doing 420

N2Growth Blog

JANUARY 3, 2011

This is so much the case that some CEOs will avoid restructuring initiatives at all costs. My question is this…since when have fear and avoidance become prerequisites for success as a CEO? What do great CEOs do when the business model, the strategic plan, and the revenue hurdles don’t seem to be in alignment?

Restructuring 305

Restructuring Blog CEO Brand 305

N2Growth Blog

AUGUST 24, 2010

Think about it…when was the last time you viewed a negative soundbite of a CEO who was engaged in active listening? A key point for all leaders to consider is that it’s impossible to stick your foot in your mouth when it’s closed. The next step in the process is learning where to apply your new found listening skills.

Blog 420

Blog Brand Consultative Media 420

N2Growth Blog

APRIL 25, 2010

These silos are staffed with legions of “tenured&# COBOL and C++ programmers, as well as &# tenured&# IT managers overseeing the operation. Walking into these organizations is often like traveling back in time 20 years.

Loyalty 419

Loyalty Blog Brand Follow-up 419

N2Growth Blog

APRIL 5, 2010

My experience with most executives & entrepreneurs is that they are totally committed to and focused on success.

Contingency Plans 360

Contingency Plans Planning Blog Ryan 360

N2Growth Blog

JANUARY 20, 2011

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Blog 419

Blog Reputation Participative Brand 419

N2Growth Blog

JULY 2, 2010

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Brand 353

Brand Depreciation Blog Politics 353

N2Growth Blog

MARCH 18, 2010

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. Furthermore, a business plan, strategic plan, marketing plan, capital formation plan, exit plan, etc., are also not business models.

Business Model 270

Business Model Blog Brand Depreciation 270

N2Growth Blog

JULY 26, 2010

I think not. While confidence can be mistaken for arrogance, and vice-versa, they are clearly not interchangeable terms.

Blog 419

Blog Loyalty Long-term Brand 419

N2Growth Blog

JUNE 14, 2010

My engagements with CEOs often focus on helping them to embrace change through disruptive innovation. Bottom line…don’t be the CEO who causes your management team to continually say “the boss won’t go for that one.&# or my personal favorite, “We need to focus on our core business.&#

Business Model 361

Business Model Blog Disruptive Innovation Brand 361

N2Growth Blog

NOVEMBER 29, 2010

Posted on November 29th, 2010 by admin in Miscellaneous , Operations & Strategy , Talent Management By Mike Myatt , Chief Strategy Officer, N2growth Bonus or no bonus? That is the question. I take away from your post that an objective in bonus pay should not create negative outcomes (us vs. them, entitlement, etc.),

Blog 382

Blog Metrics Brand CEO 382

N2Growth Blog

DECEMBER 18, 2024

This role is no longer confined to technical oversight or incremental operational improvements. In parallel, their remit includes guiding organizational mindsets so that each business functionmarketing, sales, operations, human resourcesoperates cohesively under a unified digital vision.

Influence 195

Influence Strategy Supply Chain Agility 195

Leading Blog

JUNE 21, 2011

Dean of the Rotman School of Management, Roger Martin, states in Fixing the Game , "We haven’t looked deeper into blameworthy CEO behavior to understand what really caused it. Instead, we’ve looked for a new scapegoat, chosen to operate from the same fundamental theories, and doubled down on the same fixes." THE STORY BEGINS.

Rogers 279

Rogers Simon Crisis Bottom-up 279

N2Growth Blog

MARCH 23, 2010

Oh, and by the way…if you’re a CEO you better have a very clear understanding of what your customers are experiencing at every level of interaction across your enterprise. Great CEOs personally experience their business as a consistent consumer of its services. Richard Branson is a frequent passenger on Virgin flights.

Blog 304

Blog CRM Management Brand 304

N2Growth Blog

DECEMBER 20, 2010

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Environment 419

Environment Blog Due Diligence Brand 419

N2Growth Blog

DECEMBER 1, 2010

I have witnessed on numerous occasions CEOs with average, or even sub-par performance histories fare well because they possessed great messaging skills. By contrast, I have also watched CEOs with excellent performance histories not do so well because they did not possess the messaging skills necessary to keep stakeholders engaged.

Blog 320

Blog Audience Brand Influence 320

N2Growth Blog

JULY 20, 2010

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Blog 413

Blog Brand Depreciation Consultative 413

N2Growth Blog

AUGUST 11, 2010

If you’re a CEO who doesn’t leverage conflict for team building and leadership development purposes you’re missing a great opportunity. Bottom line…I believe resolution can normally be found with conflicts where there is a sincere desire to do so. If so, you likely have issues with conflict.

Blog 419

Blog Fashion Brand Self-aware 419

N2Growth Blog

NOVEMBER 19, 2010

However I believe the more important emotional trait for CEOs and entrepreneurs to gain mastery over is what I call EC or emotional control. Great CEOs lead by example…they set the tone for others in the organization by demonstrating proactive, rational, logical and balanced thinking as opposed reactionary emotional thinking.

Blog 419

Blog Leadership Emotional Intelligence Brand 419

N2Growth Blog

MAY 16, 2010

Posted on October 13th, 2010 by admin in Operations & Strategy By Mike Myatt , Chief Strategy Officer, N2growth How dumb is your business? If your company can’t be operated by mere mortals, you need to reexamine your business logic.

Business Model 344

Business Model Brand Blog Supply Chain 344

N2Growth Blog

OCTOBER 26, 2010

Home About Overview News Careers Contact Blog Services Branding/Identity Executive Search Leadership Development Overview CEO Coaching Executive Peer Groups Strategic Growth Consulting Innovation Management Personal Branding Reputation Management Social Media Consulting Pro Bono Services Clients Intermidiaries Downloads Blog Contactus N2growth Home (..)

Efficiency 400

Efficiency Blog Brand Depreciation 400

N2Growth Blog

NOVEMBER 10, 2010

Understanding and implementing the concept of “ actionable leadership &# is a major key to success in becoming a great CEO. It was Andy Grove the former Chairman and CEO of Intel and Time Magazine’s 1997 Man of the Year who said “You have to take action; you can’t hesitate or hedge your bets.

Blog 387

Blog Learning-by-Doing CEO Strategy 387