Career Depreciation Learning-by-Doing Operations 
N2Growth Blog
AUGUST 23, 2010
This is the definition of presence, and it is only when we operate in the present that real creativity, growth and innovation occur. Operating in excess of that threshold will cause increased stress, lack of attention to detail and errant decisioning. Is your rubber-band stretched so tight that it’s about to snap?
N2Growth Blog
AUGUST 24, 2010
The best leaders are proactive, strategic listeners. They recognize that knowledge and wisdom are not gained by talking, but by listening. Talk less and listen more. Being a leader should not be viewed as a license to increase the volume of rhetoric.
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N2Growth Blog
DECEMBER 13, 2010
For those of you not familiar with Kevin, he is a two-time best selling author and the Chief Potential Officer of The Kevin Eikenberry Group , a learning consulting company that has been helping organizations, teams and individuals reach their potential since 1993. What do I mean? Most would call it work.
N2Growth Blog
OCTOBER 18, 2010
You can work with someone where the basics are in place, but lacking certain fundamentals, there really isn’t much you can do. Here’s the thing – the foundational elements of leadership require no skill or talent whatsoever.
N2Growth Blog
NOVEMBER 19, 2010
Even if you don’t find yourself having to frequently deal with extreme situations, it is often nothing more than normal dealings in the ordinary course of business that can place you at a nexus…Do you make your decision based upon the facts at hand and sound decisioning metrics, or do you let your emotions drive your decisions?
N2Growth Blog
OCTOBER 1, 2010
So this begs the question, why do so many CEOs blow it when it comes to managing their board? From my perspective, CEOs who fail in their attempts to coalesce with the board usually do so as a result of being either arrogant or naive. The odd thing is, whether through arrogance or ignorance, the results are often the same.
N2Growth Blog
MARCH 23, 2010
The focus of these short-sighted bean counters incorrectly place cost savings ahead of the customer experience. In short, most CRM practitioners have traditionally assumed an internal (inside-out), operationally centric approach to customer management and strategy.
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