N2Growth Blog
NOVEMBER 19, 2010
Great CEOs lead by example…they set the tone for others in the organization by demonstrating proactive, rational, logical and balanced thinking as opposed reactionary emotional thinking. by thecoachingconnection on July 15, 2010 This was reprinted below in its entirely by Mike Myatt, Chief Strategy Officer, N2growth, who originally [.]
Women on Business
JANUARY 3, 2011
By Susan Gunelius Guest post by Abby Marks Beale (learn more about Abby at the end of this post) As a solo entrepreneur, I have learned to spend my time on those things I major in (activities I am good at and like to do) while parceling out the things I minor in (tasks I am not good at or don’t enjoy) to those who have the expertise (and interest!).
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N2Growth Blog
APRIL 9, 2010
Make sure that everyone within your organization pays attention to design aspects relevant to their roles and responsibilities – make attention to design part of your culture. You bring up Apple, a shining example (no pun intended) of design being part and parcel of brand. Our Freedom. All Rights Reserved
Women on Business
DECEMBER 13, 2010
One of the concepts we discussed at Purdue was the fact that when stress hits the hot button we all tend to revert to patterns learned in our original organization, the family. 2 Comments 1 Jen Gresham December 13th, 2010 at 12:00 pm Interesting post. This is when the patterns generations old of being a pleaser or martyr show up.
CO2
SEPTEMBER 13, 2010
How has this work informed the way your organization works today after working with Phil Zimbardo? John Sullivan FORA.tv
The Practical Leader
JANUARY 23, 2012
Globally, 56 percent of people want a job that allows them to give back to society versus 44 percent who value personal achievement more…” Two of the authors, Laurie Bassi and Dan McMurrer, are organization effectiveness researchers, consultants, and run an investment fund based on the principles outlined in Good Company.
Harvard Business Review
JANUARY 14, 2014
When you find yourself thinking about old-fashioned, out-of-touch, hierarchical, siloed organizations, General Motors quickly comes to mind. Call it instinct, call it talent, it was Barra’s ability to encourage teaming that catapulted her to the top of an organization with 212,000 employees. They play well as a team.
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