In the CEO Afterlife
DECEMBER 31, 2011
I began blogging about leadership, strategy, marketing and life last February. Frankly, I wasn’t sure whether I could maintain the pace of one blog per week. But as the year closes, I realize that I’ve posted 54 blogs. Many find gratification in using the skills of the C-Suite to help others.
Leading Blog
DECEMBER 31, 2011
Here are a selection of tweets from December 2011 that you might have missed: @wallybock >> Imagination Igniters: Books for Leaders. alanmwebber: Six Two-Word Terms For the Future : "Keep learning new skills and crossing old boundaries.". mjasmus: Most read in 2011: 30 Overlooked Acts of Leadership Courage. Pearl Buck.
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N2Growth Blog
OCTOBER 18, 2010
Here’s the thing – the foundational elements of leadership require no skill or talent whatsoever. In today’s post I’ll share 6 leadership characteristics that require zero talent or skill. Real leaders don’t compromise when it comes to core values.
N2Growth Blog
AUGUST 24, 2010
In today’s post I’ll quickly examine the merits of developing your listening skills. When you reach that point in your life where the light bulb goes off, and you begin to understand that knowledge is not gained by flapping your lips, but by removing your ear wax, you have taken the first step to becoming a skilled communicator.
N2Growth Blog
JANUARY 21, 2011
Posted on January 21st, 2011 by admin in Leadership , Miscellaneous , Operations & Strategy By Mike Myatt , Chief Strategy Officer, N2growth Entrepreneur, CEO or Both? They often don’t possess the skill sets to add value to the initiatives they want to control. Which hat, or hats do you wear?
N2Growth Blog
OCTOBER 28, 2010
The reality is that great leaders all seem to possess an innate sense of timing such that most executives have a very clear understanding of the critical role timing plays as a survival skill at the C-suite level. There are a few times in the life of every professional where staggering opportunities will present themselves.
N2Growth Blog
APRIL 25, 2010
These companies have placed themselves far behind the technology curve because tenured managers hire employees with obsolete skill sets and together they create mediocre solutions. When an organization promotes based upon tenure, and not based upon recognition of talent, merit, performance, etc.,
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