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Winning Now, Winning Later: Playing the Infinite Game

Leading Blog

W HEN David Cote became CEO of Honeywell in February of 2002, the company was a train wreck. Short- and long-term goals were more tightly intertwined than they appeared. He inherited unhealthy accounting practices, unresolved environmental liabilities, and a board and staff that were denying reality. He did both.

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10 Characteristics Of High-Performing Teams

Tim Milburn

Everybody is working toward the same goals. Everyone understands both team and individual performance goals and knows what is expected. He is also the co-author of the business best-seller Momentum: How Companies Become Unstoppable Market Forces (Harvard Business School Press, 2002).

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Behaviors of Collaborative Leaders

Great Leadership By Dan

The promise of flexibility and agility as an organization, inspired by establishing shared goals across organizational boundaries, is only attainable if you back it up by sharing resources as well. But are your resources truly applied as optimally as possible to your market opportunities in a way that best serves the total business?

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How to Build ROPE Teams in Sales Organizations

Leading Blog

Teams have also played a central role in my life by ensuring that I received the support needed to achieve two cherished goals: leading sales organizations at several of the nation’s largest technology firms and climbing the Seven Summits, the highest peaks on each of the seven continents.

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Success Begins with Quality Customer Service

Chart Your Course

But eConsultancy’s 2013 Cross-Channel Marketing Report found that 70 percent of business owners feel acquisitions are definitely more expensive than retention. He recommends incorporating more technology, such as social media engagement and mobile communications, to achieve this goal.

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Are Strategic Plans Worth it? (the debate continues)

LDRLB

The plan must be cascaded properly from top to bottom of the organization so that front line staff knows how their work impacts the organization’s goals. Confusing frenetic motion with constructive action, they are noted for their “unproductive busyness” (Bruch & Ghoshai, 2002, Beware the Busy Manager , Harvard Business Review).

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Deep Motivations, Not Competencies, Drive Leadership Performance

The Empowered Buisness

For example, A successful CFO is likely to have such MAPs (Motivation and Attitudinal patterns) as — strong motivation toward procedures over options; a preference for solving problems over focus on goals; and a high past time orientation that drives focus on traditions, past experience and benchmarks. Goal Orientation.