Rich Gee Group

JANUARY 13, 2011

Dress nicely and if you want to, add an element of flair to your wardrobe — a scarf, a sharp tie, a cool belt, cool shoes. You know your environment, you know the people that you are trying to interact/reach out to/impress. I wore what they wore — sharp shirts and expensive slacks. What did I do? Unported License.

Succession 225

Succession Sharpe Licensing Hedge 225

Terry Starbucker

OCTOBER 3, 2010

It’s 2010, sneaking up on 2011 – I’m looking for a HECK of a lot more than eye contact and posture from my leader. I’ve been in management roles since I was 25 and have learned a lot in that time–sometimes the hard way, sometimes from mentors, and often from observation and ideas from people like you.

Open-book 419

Open-book Tips Blog Learning-by-Doing 419

You're Not the Boss of Me

JANUARY 30, 2011

Jones January 31, 2011 at 2:26 am Gwyn, I couldn’t agree with you more. Thanks, Brandon Reply Gwyn Teatro January 31, 2011 at 10:21 pm Hi Brandon, Yes, I agree. Reply Lise Moen January 31, 2011 at 9:10 am Loved this! Lise Reply Gwyn Teatro January 31, 2011 at 10:21 pm Thanks Lise! Couldn’t agree more.

Blog 55

Blog Diversity Learning-by-Doing Self-aware 55

Strategy Driven

OCTOBER 26, 2011

In today’s dog-eat-dog environment, a person’s word isn’t always his or her bond. Yes, a rifle or laser-sharp approach will take more planning and forethought, but in the end you’ll probably save time and resources. A laser-sharp strategy is much more practical, productive, and economical. Do what you say you will, period.

Bottom-up 50

Bottom-up Sharpe Follow-up Retail 50

Strategy Driven

MARCH 18, 2011

Achieving coherence requires a sharpness of focus that few companies have mastered. Companies today operate in a business environment that encourages incoherence. It’s a ‘sharp pencil’ capabilities system rooted in superior information. PL and CM: It’s easier to accommodate incoherence than to fight for coherence.

Resources 52

Resources Industry System Strategy 52

Strategy Driven

OCTOBER 21, 2011

Forced to do more with much less, the small businesses that have managed to survive and even thrive during these tough times have recognized one important factor: You can’t always compete on price, but you can compete on service. Please consider the environment before and after printing this article. All rights reserved.

Learning-by-Doing 62

Learning-by-Doing Price Bottom-up Finance 62

Harvard Business Review

JANUARY 25, 2012

The sharp recession triggered by the 2008 financial crisis and the uncertainty created by the 2011 debt crisis have fundamentally reset the world. Businesses, sitting on trillions in cash, seem to be using the economic environment as an excuse to build into their business a kind of strategic austerity that is inappropriate.

Company 12

Company Succession Constraint Sharpe 12