Rich Gee Group

NOVEMBER 15, 2010

Doing the same thing and expecting a different outcome is crazy — start benchmarking other successful behaviors and you’ll slowly become successful. Many people today are making big bucks again. Go find them and see what they are doing. Establish A Contract With Your Team. When Is It Right To Question Authority At Work?

Licensing 318

Licensing Ethics Benchmarking Executive Coaching 318

Six Disciplines

JANUARY 31, 2011

Recent 2010 research* confirms what we know to be our biggest challenges as executives: 52% of executives don’t feel their company’s strategy will lead to success. Executive Behaviors & Motivators DISC® profile. Industry Benchmark reports from three perspectives: (Financial, Market, Competition).

Executive Coaching 101

Executive Coaching Execution Six Sigma Benchmarking 101

N2Growth Blog

AUGUST 5, 2010

Rather they should benchmark their decisions against the question of “is it the right thing to do?” link] mikemyatt Leave it to Michael McKinney to get right at the heart of the issue by addressing root-level motivation – "it benefits the labeler more than the label-ee." Thanks for sharing the amazing quote Ken.

Politics 375

Politics Blog Leadership Diversity 375

Strategy Driven

OCTOBER 26, 2011

The Benevolent Dictator : Empower Your Employees, Build Your Business, and Outwit the Competition by Michael Feuer and Dustin Klein What does it require to take a concept rapidly and effectively from mind to market? It will encompass the goals and benchmarks you need to achieve during this time period.

Bottom-up 50

Bottom-up Sharpe Follow-up Retail 50

Harvard Business Review

JANUARY 11, 2011

On November 10, 2010, Cisco's stock price dropped 16%, erasing roughly $20 billion of market value in a matter of hours. In fact, this stock market bellwether had just beat earnings estimates by 6%. But match, or barely beat expectations, and the market yawns, or worse, dumps the stock, as it did with Cisco. The problem?

Proposal 16

Proposal Benchmarking Consensus Morale 16

Harvard Business Review

MAY 3, 2016

According to a new book by Harvard Business School’s Ranjay Gulati, it is customer-centric firms—those with a so-called outside-in perspective—that are most resilient during turbulent markets. Gaining real insights into customers’ needs demands more of companies than those arising from typical market research.

Education 10

Education Execution Content Cooper 10