N2Growth Blog

DECEMBER 16, 2023

These initiatives entail more than mere box-checking; they spotlight an organization’s commitment to pursuing high-quality performance, enhancing reputation, and achieving long-term success. These collectively form a holistic view of an organization’s governance health and capacity to sustain long-term excellence.

Compliance 235

Compliance Efficiency Ethics Metrics 235

Great Leadership By Dan

SEPTEMBER 4, 2012

So with apologies to those who don't share this passion, I present to you the September 2012 Leadership Development Carnival, NFL Kick-off Edition. I asked each leadership blogger to give me their favorite NFL team. Karin breaks a tackle for a long one with Following the Leader? Baltimore Ravens. Atlanta Falcons.

Leadership Development 243

Leadership Development Development Leadership Benchmarking 243

N2Growth Blog

DECEMBER 5, 2010

The reason this is such a great question is that I’ve witnessed far too many executives confuse vision and mission in terms of both definition and application. A goal is a specific target and the objectives are the attainment components/benchmarks/hurdles which will lead you toward achieving said goal.

Blog 344

Blog Mission Statement Tactics Objective 344

N2Growth Blog

AUGUST 5, 2010

Rather they should benchmark their decisions against the question of “is it the right thing to do?” Do you ever wonder how the term “Politically Correct&# evolved from an obscure catch-phrase that was once used to label those who would not take a controversial position to the dominant mind-set of the day in our society?

Politics 317

Politics Blog Leadership Diversity 317

Strategy Driven

MAY 4, 2012

Trusting your gut comes from long experience, for which there are no shortcuts. Long-term business success is a function of developing stakeholders and empowering them to do positive things with your company. Progress is visioned, contextualized, seeded, benchmarked. She can dance all night long.”

Mentor 91

Mentor Case Study Strategic Planning Learning-by-Doing 91

Lead from Within

AUGUST 25, 2015

Your list may be long and arduous, but with small incremental steps you can set things in position. Check Yourself At Benchmarks. Let those around you know what to expect from you in terms of response time for voice mail, emails or any kind of communication, even in off hours. 14. Brainstorm. Take Small Steps.

Power 60

Power Succession Learning-by-Doing Brainstorming 60

Harvard Business Review

DECEMBER 20, 2016

In Conference Board’s 2015 CEO Challenge study , 943 CEOs ranked “human capital” and “innovation” as their top two long-term challenges to driving business growth. When risks do present themselves, they develop plans to minimize the risk and identify where it is needed most. Demonstrate Curiosity.

Innovation 8

Innovation Skills CEO Learning-by-Doing 8

Strategy Driven

JUNE 3, 2011

The biggest problem with business, in a one-sentence capsule, is: People exhibit misplaced priorities and impatience… seeking profit and power, possessing unrealistic views of purpose, and not fully willing to do the things necessary to sustain orderly growth and long-term success. Mentorship and leadership development.

Strategic Planning 69

Strategic Planning Benchmarking Long-term Consultative 69

Six Disciplines

JULY 14, 2011

In this discipline, we help you to review near-term growth options, finalize strategic difference and operating goals, set targets, initiatives, and outcomes. In this discipline, every individual worker connects what he or she is doing on a daily basis with the long-term goals of the company. Discipline III- Align Systems.

SWOT 103

SWOT Market Segmentation Benchmarking ROI 103

Strategy Driven

AUGUST 12, 2011

Upper management is most effective when it frames business decisions toward values, customs, beliefs, goals, objectives and the benchmarking of tactics. These are the visionaries who advise management in refining the organizational purpose, vision, quality of life, ethics and contributions toward the company’s long-term growth.

Mentor 56

Mentor Strategic Planning Leadership Benchmarking 56

Strategy Driven

DECEMBER 7, 2012

Organizations get people caught in activity traps…unless managers periodically pull back and reassess in terms of goals. Programs must be competent, effective and benchmarked. View goals as long-term, rather than short-term. You develop-champion the tools to change. Human beings live to attract goals.

Strategic Planning 56

Strategic Planning Goal Planning Budgeting 56

Strategy Driven

JULY 1, 2011

The multiple parts of a successful company require care, attention, grooming and benchmarking. There are three key ingredients in developing deep leadership roots. When one assigns the term ‘great,’ then the wine (used as an analogy for one’s daily process of living and working) takes on rare proportions.

Long-term 50

Long-term Benchmarking Quality Process 50

Strategy Driven

OCTOBER 7, 2011

New year projections are the best time to benchmark progress and adjust sights for the coming term. Organizations get people caught in activity traps… unless managers periodically pull back and reassess in terms of goals. Programs must be competent, effective and benchmarked. Mutually agreed-upon goals are vital.

Goal 50

Goal Strategic Planning Benchmarking Budgeting 50

Strategy Driven

FEBRUARY 3, 2012

Gaining confidence is crucial… as business relationships with professionals are established to be long-term in duration. Your key management team is dynamic, in terms of business issues. Benchmarks for measurement. Benchmarks for measurement. Work and abilities of your employees are diverse and creative.

Positioning 50

Positioning Company Strategic Planning Guidelines 50

Strategy Driven

JANUARY 6, 2012

This approach costs six times that of doing things correctly on the front end… meaning planning, sequential execution and benchmarking progress. He spent more time doing chores at his farm and taking long naps than taking care of the nation’s business. Long-term expenses incurred by adopting quick fixes.

Planning 50

Planning Consultative Learning-by-Doing Cost 50

Strategy Driven

MAY 6, 2011

The biggest problem with business, in a one-sentence capsule, is: People exhibit misplaced priorities and impatience… seeking profit and power, possessing unrealistic views of purpose, and not fully willing to do the things necessary to sustain orderly growth and long-term success. The same analogies apply to personal lives.

Strategic Planning 79

Strategic Planning Advertising Consultative Planning 79

Strategy Driven

SEPTEMBER 2, 2011

Values in terms of savings: Time and motion savings. Values in terms of efficiencies: Meantime between new product introductions. Organizations get people caught in activity traps… unless managers periodically pull back and reassess in terms of goals. Programs must be competent, effective and benchmarked.

Budgeting 50

Budgeting Planning Strategic Planning Competitive Advantage 50

Strategy Driven

DECEMBER 2, 2011

” Sizing you in terms of immediate benefit to them, they either probe further or move on. These people couch their requests in terms of your benefit. People selling everything from stocks to used cars badger you… under the banner of the leadership program. Examine and benchmark the reasons and results.

Committee 52

Committee Learning-by-Doing Consultative Budgeting 52

Strategy Driven

MARCH 11, 2011

So were professional development programs, rewards for random acts of kindness and other empowerment initiatives. Executives never stayed long. These observations are intended to contextualize the Enron case studies in broader terms than were reported in the news media: Conditions Which Allowed It to Occur. Accounting.

Strategic Planning 57

Strategic Planning Committee Golden Handcuff Media 57