N2Growth Blog

AUGUST 9, 2010

Let me give you a great example…It is not at all uncommon for an executive to tell me that his/her business doesn’t really have any competition. All businesses have competition, serve stakeholders and other various constituencies, and must do certain things to avoid failure while on the path to creating a sustainable endeavor.

Blog 305

Blog Brand Depreciation CEO 305

In the CEO Afterlife

DECEMBER 31, 2011

Crisis Management: The Ultimate Test of a Leader [link]. In this post, I compare the ineptitude of BP against the leadership of Rudy Giuliani during a much bigger crisis. All I’m saying is that there’s another hip and a good candidate for the graft would be a senior HR executive. Is There a CEO Afterlife?

Blog 222

Blog Mission Statement Strategic Planning Brand 222

Strategy Driven

AUGUST 7, 2014

The transition from a military career to a civilian career is difficult and challenging. While there are drastic differences between military culture and corporate culture, there are many transferrable skills – and more than most veterans (and hiring managers) initially believe. But it’s not a full switch.

Succession 68

Succession Talent Management Leadership Resources 68

In the CEO Afterlife

JUNE 4, 2012

I’ve met both over my long career as an executive, a consultant, and a board member. They are staffers, not line managers. Strategists and Strategic Planners may read the same periodicals and have similar destinations in mind, but there is a difference between the two.

Strategic Planning 221

Strategic Planning Document Competitive Advantage Consultative 221

Strategy Driven

MARCH 9, 2016

Leaders have a wealth of human experience to draw on which should never be deep-sixed. For some reason, however, when people step into the executive suite there is an expectation that their behavior should be of a mold: heroic, upbeat, courageous, and perhaps larger than life. Start building your pre-resilience muscles now.

Crisis 50

Crisis Automotive Human Resources Education 50

Eric Jacobson

AUGUST 23, 2010

For example: Traditional Thinking : Human Resources-driven programs like pay and recognition are essential for retention. Traditional Thinking : Centralized communication and career programs impact all employees equally. Rethinking Retention : Supervisors drive what employees know and learn and help them prepare for careers.

Mentor 50

Mentor Mission Statement Tips Learning-by-Doing 50