Lead Change Blog

JULY 16, 2015

For career and business success, it’s worth pursuing a middle ground—one where we take calculated risks but have a fallback strategy in case Plan A craters. Earlier this month, I vacationed in Leadville, Colorado, a small community with a storied history.

Planning 150

Planning Contingency Plans Management Meyer 150

Strategy Driven

AUGUST 3, 2018

A career is all about devoting resources to amplifying talents and abilities, with relevancy toward a viable end result. Failure to prepare for the future spells certain death for businesses and industries in which they function. The same analogies apply to personal lives, careers and Body of Work. About the Author.

Company 50

Company Self-aware Creativity Marketing 50

Great Leadership By Dan

SEPTEMBER 3, 2013

Welcome to the September edition of the Leadership Development Carnival ! For this month’s edition, I asked an all-star cadre of leadership development bloggers, authors, and consultants to submit an answer to the following question: “We all know that individual development plans (IDPs) need to be tailored for each leader.

Leadership Development 283

Leadership Development Development Planning Self-aware 283

Chartered Management Institute

FEBRUARY 26, 2024

The Human Diver runs a range of risk training for diving and other high-risk activities. Image: Gareth Lock Train hard, fight easy Gareth also has a 25-year RAF career behind him. While this can help facilitate risk management , it can also be a hindrance in a constantly changing world.

Uncertainty 52

Uncertainty Risk Management Training Compliance 52

Harvard Business Review

DECEMBER 20, 2013

Executives in any business, however, can learn valuable lessons in crisis leadership: One critical concept that we share with the participants in the National Preparedness Leadership Initiative (NPLI) at Harvard is that every crisis includes many situations , each with different contingencies and considerations. Are you ready?

Crisis 8

Crisis How To Crisis Management Media 8

Harvard Business Review

DECEMBER 20, 2016

Leadership is changing — fast. XBInsight has collected competency data on nearly 5,000 leaders across a wide range of industries. When risks do present themselves, they develop plans to minimize the risk and identify where it is needed most. Insight Center. The 21st-Century CEO. Sponsored by Cognizant.

Innovation 8

Innovation Skills CEO Learning-by-Doing 8

Strategy Driven

MAY 2, 2014

Trees with thicker bases and deeper roots will sprout greener (be profitable), shed less often (fewer corporate flaws) and live longer (dominate its industry). The wise employee has the building of knowledge a part of their career path… sharing with others what we most recently and most effectively learn.

Strategy 90

Strategy Budgeting Audience Risk Management 90

Strategy Driven

MARCH 7, 2014

The art with which we build our careers and our legacy is a journey that benefits many others along the way. Trees with thicker bases and deeper roots will sprout greener (be profitable), shed less often (fewer corporate flaws) and live longer (dominate its industry). Courage and leadership. Understands that careers evolve.

Balanced Scorecard 68

Balanced Scorecard Budgeting Risk Management Learning-by-Doing 68

Skip Prichard

OCTOBER 10, 2019

Steve Anderson spent his career in the insurance industry focused on risk and business growth. He is a leading authority on insurance, risk management, technology, and innovation. The S-Team (senior leadership team) developed Amazon’s flywheel. And, more importantly, what you can learn? Jeff Bezos.

Letter 88

Letter Collins Long-term Parcell 88

Strategy Driven

JANUARY 3, 2014

Trees with thicker bases and deeper roots will sprout greener (be profitable), shed less often (fewer corporate flaws) and live longer (dominate its industry). In it, Bogey reprised the 1930’s Broadway hit and movie that launched his career. Learn more about Hank Moore and The Business Tree™ by visiting his website, www.HankMoore.com.

Energy 55

Energy Strategic Planning Succession Humphrey 55

Harvard Business Review

NOVEMBER 23, 2010

Savage is the author of The Flaw of Averages (Wiley, 2009) and of an HBR article with the same title , chairman of Vector Economics , Inc (VectorEconomics.com), an adjunct faculty member at Stanford and Cambridge, and a frequent lecturer on risk modeling.

Airlines 14

Airlines Report Guidelines Discount 14

Strategy Driven

FEBRUARY 3, 2012

Trees with thicker bases and deeper roots will sprout greener (be profitable), shed less often (fewer corporate flaws) and live longer (dominate its industry). Your key management team is dynamic, in terms of business issues. The marketplace is rapidly expanding and is an excellent career choice for young people. Sales support.

Positioning 50

Positioning Company Strategic Planning Guidelines 50

Harvard Business Review

DECEMBER 8, 2016

They’d met at university, and although Derek had gone on to graduate school and a career in banking, while Rogier had joined his family construction business and then founded Contect, they’d never lost touch. The smaller ones could keep their own names, leadership teams, practices, and policies for the first five years.

Case Study 8

Case Study Decentralization CFO Construction 8

Harvard Business Review

JUNE 20, 2014

Psychologist Gerd Gigerenzer has spent his career focusing on the ways in which we get things right , or could at least learn to. That distinction is not made in most of economics and most of the other cognitive sciences, and people believe that they can model or reduce all uncertainty to risk. But he feeds you.

Uncertainty 9

Uncertainty Kahneman Banking System 9

Harvard Business Review

DECEMBER 17, 2013

Not only are individual companies and industries battling for talent, but countries are, too. We also discovered that, on average, New Zealand directors served on more boards during their careers, sat on more boards concurrently and served for longer periods than their global counterparts. Global Disconnect.

Talent Management 8

Talent Management Analysis Globalization Survey 8

Harvard Business Review

APRIL 10, 2014

When we looked at board service, we found that FOB and non-FOB directors had served on an almost identical number of boards in their careers (5.8 Boards Leadership Succession planning' A similar percentage held advanced degrees: 75% of FOB directors and 77% of non-FOB directors. Skills and Assessment.

FOB 8

FOB Diversity Talent Management How To 8