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Rekindling the Inner Flame in Others, and in Ourselves

Michael Lee Stallard

Doug Conant’s Story: Being Honored and Honoring Others Doug Conant is the leader who turned around Campbell Soup Company when he served as President and CEO (2001-2011). Throughout the outplacement process, Conant was struck by how MacKenna was fully present, listened intently and earnestly, and genuinely wanted to be of help.

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Introverts and Extroverts

Coaching Tip

Introverts and extroverts differ in how they process information. Extroverts love to talk and typically "think out loud," processing information by talking. In a smaller study in 2001, 57% were introverts. If the other person keeps talking, the introvert can become distracted from her mental process and feel overwhelmed.

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Remembering 9/11 | N2Growth Blog

N2Growth Blog

Mello Here's a link to a post I run each year at this time to make sure that I never forget the tragedy and heroism that took place on September 11, 2001. I'm hopeful that today's comments will help us all process things in a healthier fashion while not forgetting the sacrifices that have been made for us.

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Developing a Leadership Training Program for High Potentials: A Case Study

Great Leadership By Dan

The nomination process included: •A nomination form for managers and executives to nominate individuals within the organization to participate in the training program, including answering: ?Why A process for review of the nomination forms by a variety of managers, leaders, and directors within XYZ Widget, from across all functional areas. •An

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Innovative Companies Demand Innovative Leaders

Harvard Business Review

They felt only a responsibility to "facilitate the process," to make sure someone else in the company was doing it. Lafley (Procter & Gamble) did not just delegate innovation; they kept their own hands deep in the innovation process. Lafley became CEO.

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How Microsoft and Netflix Lost their Way

Harvard Business Review

That's our term for the process by which key ideas and crucial information circulate within a company. At Microsoft, Eichenwald argues, leaders established "a corporate culture that by 2001 was heading down the path of self-immolating chaos." What they have lost, in many cases, is the ability to enable organizational conversation.

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Steve Jobs, Tim Cook, and Apple's Innovation Premium

Harvard Business Review

With Jobs unexpected exit in 2011, Cook's key task is to not only keep Apple humming but to deliver something surprising. Keep processes that encourage employees to question the status quo , to engage in observations in all types of environments, to network far and wide for ideas, and to experiment on a regular basis. Can he do it?