Skip Prichard

AUGUST 25, 2019

” Those words are printed on the back cover of Five Frequencies: Leadership Signals that Turn Culture into Competitive Advantage. I followed up with the authors to learn more about their leadership philosophy. But you should pick a longer time horizon for calculating ROI on your leadership choices.

Competitive Advantage 98

Competitive Advantage Leadership Analysis Tips 98

Marshall Goldsmith

APRIL 7, 2014

Dave once taught me that effective performance can be seen as a function of the quality of an idea times the employee’s commitment to make it happen (EP = QI x C). When I asked one new Fortune 100 CEO what he had learned about leadership in the past year, he sighed and sadly noted, “My suggestions become orders.

Commitment 138

Commitment EPS Ulrich CEO 138

Harvard Business Review

JULY 17, 2014

As I explain in my new book, Executive Presence: The Missing Link between Merit and Success , performance, hard work, and sponsors may get top talent recognized and promoted, but “leadership potential” alone isn’t enough to boost even the most qualified men and women into top jobs and prime opportunities. Diversity Managing yourself'

EPS 8

EPS Hypercompetition Diversity Constraint 8

Harvard Business Review

FEBRUARY 9, 2011

within large corporations) identified when asked what contributed to, or detracted from, "executive presence" (EP) at their firm. Indeed, half the women surveyed and 37% of the men considered appearance and EP to be intrinsically linked; they understood that if you don't look the part of a leader, you're not likely to be given the role.

EPS 15

EPS Banking Handbook Micromanagement 15

Harvard Business Review

FEBRUARY 24, 2017

We offer such a roadmap here, the outcome of a research project , at the Center for Higher Ambition Leadership, with 25 CEOs and their practices for mastering short-term pressures and creating long-term social and economic value, even in the toughest conditions.

CEO 9

CEO Short-term Long-term EPS 9

Harvard Business Review

MARCH 17, 2011

I was being asked to be the complementary half: the internal candidate would be the outward-facing VP running the Americas, but I would run the internal operations of the $200M+ business, owning the title "revenues manager." And ultimately, they might not execute the plan because of the way I'd created it.

EPS 15

EPS Strategy Reference Execution 15