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Interim executives have emerged as pivotal assets in steering companies through critical phases of transformation, growth, or crisis management. These leaders specialize in transformation management, guiding organizations through significant changes while maintaining operational stability.
Engaged for a defined period, they lead specific initiatives, manage transitions, or stabilize operations during times of change. Mentorship and Development: By collaborating closely with existing teams, they mentor internal staff, enhancing capabilities and preparing them for future leadership roles.
I have had my own share of satisfying as well as frustrating mentor-mentee relationships, and its taught me that the person I am mentoring should be taking responsibility for the logistics of our time together as well as their own growth and learning. Stop over and view a different look at the power of mentoring.
Using Existing Employees as Mentors. Managers as Mentors. Using existing managers, who are ‘in the trenches’ as mentors creates trust in the organization, leadership and the participants. What is a mentor? What are the mentor-mentee responsibilities? Education for Leadership. The Chief Executive.
His newest book (with Marshall Goldsmith) is Managers as Mentors: Building Relationships that Last. The very first use of the word “mentor” comes from Greek poet Homer’s classic book The Odyssey. Odysseus hired a trusted family friend named Mentor to be Telie’s tutor. Homer characterizes Mentor as a family friend.
The origin of the word mentor goes back to ancient Greece–specifically, to the character of Mentor in Homer’s epic poem “The Odyssey.” Bell will share special blog posts throughout the month of June focusing on tips, techniques and tools for all leaders striving to be better mentors. Life is good.
Narrowly defining leadership restricts innovation by excluding countless points of view and modes of operating. When leaders are pressured into leadership styles that go against their natural way of operating, they are set up for failure. We have opted for manager/employee alignment tools.
” It’s so sad to watch a manager with a great idea start with a pre-apology and then wonder why their voice isn’t heard. Back in my early HR days at Verizon, I (Karin) was really excited about a new mentoring program we had developed, but I had to convince the operations leadership that the time was right.
Conversely, poorly managed transitions invite uncertainty that can erode employee morale, undermine client trust, and weaken competitive advantage. Overcoming Common Obstacles in CEO Succession CEO succession can encounter significant headwinds if not proactively managed. Another obstacle lies in ensuring cultural compatibility.
Fritz Associate Curator at GeneralLeadership.com Matthew T Fritz is a leader and mentor in the field of complex organizational change, emotional intelligence, and organization strategy. Leadership Development Team Dynamics Change Collaborate employee engagement flexibility Leadership people management relationships Resources'
Tom Peters and Robert Waterman called it “management by wandering around” or “MBWA” in their classic book In Search of Excellence. In every instance, however, I observed several managers in their organizations who were masters at kissing up and kicking down. In some cases, the managers have blind spots that are holding them back.
If as an entrepreneur or CEO you don’t focus on deploying the necessary talent and resources to ensure that the largest risks are adequately managed, or that the biggest opportunities are exploited, then you have a leadership team destined for failure. . Raising, deploying, and managing capital is ultimately the responsibility of leadership.
As a leader of a large team, you’ve got to scale your leadership by creating a solid operating infrastructure and processes that work without a charismatic cheerleader pushing them along. What does that mean for your managers and front-line employees? What I do regret was putting myself at the vortex of the transformation.
Yes, you want a productive relationship with your boss, a mentor who will challenge you, and—if you’re really lucky—a genuine sponsor opening doors. It’s natural to focus on building a great relationship with your manager. He was my technical expert— he knew everything about the network and call center operations.
What does that mean for your managers and front-line employees? I answered all their tough questions, as opposed to preparing my team managers to do so. When I stepped away, my managers did not have the experience, skills, or courage to step into that role (see also How to Be a More Courageous Manager).
It was 1987 - I had just arrived in Los Angeles to start my new job as the VP of Operations for a cable TV company. This job was a big leap for me, given that my previous position was an auditing manager at an accounting firm. 2) You do not need to know everything.
Succession planning works quietly and continuously, weaving an unbroken thread of stability through the company’s operations. Many organizations incorporate management training programs, mentorship, and ongoing feedback into their succession planning. Developing future leaders requires a thoughtful strategy.
I was presenting our quarterly operations review to the executive team at my cable TV company. It had been a particularly good quarter for all of our operating metrics, and I was pumped. He was a mentor, and I was fiercely loyal to him. Thank you Bill Bresnan for being that mentor to me. He was not satisfied.
While I’ve often addressed what it really takes to create a talent driven organization, few companies seem willing to make the requisite investments needed to successfully align their actions with their management speak. If your company doesn’t have a Chief Talent Officer, Chief People Officer etc.,
As one of two co-ordinators of her high school’s orientation camp, she was not only responsible for managing the various activities to help new students become more familiar with the school, but she was also in charge of overseeing the 24 camp mentors who were there to support the new students.
Time management is critical for all leaders as they impact and direct their team's overall strategy and operations. I've developed a few essential methods for effectively managing your ever-growing schedule: Set clear priorities: Identify the most critical tasks and projects you need to deliver and have your teams focus on them first.
Author Kristi Hedges , in her book, The Power of Presence , provides these explanations of the roles of a coach and of a mentor and how they differ from each other: The Coach shows empathy through a mixture of tough love and strong support. The Mentor makes you feel that your success is always top of mind.
According to a study by the Society for Human Resource Management (SHRM), effective onboarding can increase employee retention by 25% and improve productivity by up to 50%. On the other hand, 62% of HR managers said that a successful onboarding process can improve the employee experience, and 54% said it can improve employee retention.
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. We need to make our interactions count. Kotter with Vanessa Akhtar and Gaurav Gupta.
Middle managers are crucial during times of organizational change. This puts them in a tricky position, managing their own stress and uncertainty while guiding their teams through new directives. Responding to change The study found that middle managers generally respond in one of two ways: they either cope or “cop out.”
Another crucial aspect is building a pool of talented individuals closely connected to an organization’s talent management and development strategies. This approach to readiness expands succession planning beyond planned transitions, encompassing unpredictable events and providing a comprehensive view of continuity management.
A highly decorated member of the special operations community earning the Bronze Star with Valor for actions during Operation Anaconda in Afghanistan, Jim is a true American hero. James Hotaling : I have been blessed with great mentors. My last great mentor was my team leader. He taught me about the power of giving back.
Leaders engage in a number of related activities including managing and leading, discovery and delivery, as well as giving and receiving feedback. . Managing and Leading. Managing and Leading. How much time do you spend managing vs. leading? . Managers use current methods, procedures, and resources to get the work done.
Posted on November 22nd, 2010 by admin in Miscellaneous , Rants , Talent Management By Mike Myatt , Chief Strategy Officer, N2growth As much as some people won’t want to hear this, “ help &# is not a dirty word. Rather asking for help is a sign of maturity as a leader.
frameworks that help make thoughtful decisions about starting, growing, managing, and selling a business. Rather than dispensing simplistic rules, he mentors readers in the development of a mental toolkit for approaching challenges based on how startup markets evolve in real life. legends spun from a fantasy version of Silicon Valley?Rizwan
Leadership is about teaching, coaching, developing, and mentoring. It has been my observation that when deadlines are missed, or important initiatives don’t get off the ground, it is usually an issue of poor resource management. Everything else is majoring in minors… Thoughts?
According to a study by the Society for Human Resource Management (SHRM), effective onboarding can increase employee retention by 25% and improve productivity by up to 50%. On the other hand, 62% of HR managers said that a successful onboarding process can improve the employee experience, and 54% said it can improve employee retention.
15 percent of Millennials, also referred to Generation Y, are already managers. By understanding how millennials operate and managing them properly, you can retain them and set them up for leadership success. In a new study I worked on with American Express, we found that managers have a negative view of millennials.
The information they gain through questioning and listening lays the groundwork for reflection, making decisions and/or mentoring. Then, when they ask questions they eagerly position themselves as the student, LISTEN and learn. I always appreciate your value added thoughts.
Posted on January 21st, 2011 by admin in Leadership , Miscellaneous , Operations & Strategy By Mike Myatt , Chief Strategy Officer, N2growth Entrepreneur, CEO or Both? Perhaps you were the right person for the job initially, but has the company outgrown your management ability? Which hat, or hats do you wear?
You employ engineers, plant managers, economists, IT managers and marketing directors from all over the world. The challenge for your non-native managers is not simply to speak English with correct grammar, but to speak convincingly and confidently. Here are a few other ideas: Start a mentoring program.
It means you’re not teaching, mentoring, communicating, or leading. I have found that the most common reasons people tend to cite in support of using no are as follows: It helps to keep them from wasting time; It somehow manages risk; It builds character, and; It helps them focus by not biting off more than they can chew.
High-performance leaders operate with a growth mindset and are great communicators. A growth mindset means they operate with: 1. They operate with an abundant, as opposed to a scarcity, mindset. Titled Leaders” operate from a scarcity mindset. Leadership gets the team going and management keeps it going.
This inevitable change can sometimes cause instability and uncertainty within the workforce if not managed carefully. Effective leadership succession fills the vacancy left by a departing leader, ensuring a seamless transition and continuity in the organization’s strategic direction and operations.
No boss or mentor drove my success—although they did open doors for me. Williams is best known for his tenure as CEO and Chairman of Aetna, where he transformed a $292 million operating loss into $2 billion in annual earnings. Mentors come along without planning. W HO IS looking out for you? “No The book is exceptional.
He also emphasizes the importance of closing the "empathy gap" between management and staff in order to create a more connected team that operates to its fullest potential--and how developing each team member's unique dreams, goals, and abilities sets up the company for success. Great leaders embrace a higher purpose to win.
They know how to make the most of available resources, build strategic partnerships, and optimize operational procedures to enhance the overall functioning of the institution. Academic leaders must clearly articulate their vision, motivate and inspire others, and manage conflicts with diplomacy.
Creating a framework for decisioning, using a published delegation of authority statement, encouraging sound business practices in collaboration, team building, leadership development, and talent management will all help avoid conflicts. If so, you likely have issues with conflict. Thanks for sharing your insight Sarah.
Mentorship Opportunities: Pair high-potential employees with experienced mentors to provide guidance and support. Effective succession planning helps: Prepare Internal Candidates: Equip them to transition seamlessly into key roles, minimizing disruptions and maintaining operational stability.
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