Modern Servant Leader

NOVEMBER 23, 2015

Becky Robinson and the Weaving Influence team pulled together a great webinar on Servant Leadership. Bachelder is a passionate restaurant industry executive serving as the CEO Popeyes® Louisiana Kitchen, Inc. Servant Leadership begins with self-examination. Focus on people before P&L. Cheryl Bachelder.

Blanchard 100

Blanchard P&L Greenleaf Leadership 100

Modern Servant Leader

NOVEMBER 23, 2015

Becky Robinson and the Weaving Influence team pulled together a great webinar on Servant Leadership. Bachelder is a passionate restaurant industry executive serving as the CEO Popeyes® Louisiana Kitchen, Inc. Servant Leadership begins with self-examination. Focus on people before P&L. Cheryl Bachelder.

Blanchard 100

Blanchard P&L Greenleaf Leadership 100

LDRLB

NOVEMBER 7, 2010

A study just published in the Academy of Management Journal examined how others aspects of CEO personality impact firm performance in small and medium enterprises (SME) in a dynamic industries (e.g. Our strategy reflects a high level of flexibility in managing political, economic, and financial risks. high technology).

CEO 118

CEO P&L Company Venture Capitalist 118

LDRLB

SEPTEMBER 5, 2010

But when the narcissist is the CEO, what happens to organizational performance? Does a more narcissistic CEO deliver better (or worse) performance than a less narcissistic CEO? The data from the study come from 111 CEOs in the computer hardware and software industries from 1992-2004. Narcissists are not easy to work for.

CEO 90

CEO P&L Organization Organizational Behavior 90

The Practical Leader

FEBRUARY 13, 2012

The L-word makes hard-nosed managers squirm. These are the same managers loudly pronouncing goals of higher employee engagement and increased customer loyalty. These managers use lots of “leader-speak” about vision, values, engagement, or caring but their rhetoric is heartless and empty.

Airlines 53

Airlines P&L Collins Leadership 53

Deming Institute

MAY 26, 2016

Ian Bradbury, President and CEO of Peaker Services, Inc. Langford, President & CEO, Langford International. Jim Manley, Former GM & Supplier Manager, Chair of Michigan Lean Consortium. Clifford L. Kevin Cahill, Executive Director of The W. Edwards Deming Institute®.

Deming 28

Deming Conference P&L Seminar 28

LDRLB

JANUARY 10, 2011

is an Associate Professor of Management in the College of Business at the University of Nevada, Reno (UNR), where he teaches courses in organizational behavior, leadership, and personal branding to both undergraduate and MBA students. Is Your CEO A Narcissist? Simmons, Ph.D. Four Reliable Signs.

P&L 88

P&L Organizational Behavior Stress Resistance 88

Steve Farber

MAY 31, 2017

For instance, Deborah Sweeney, the CEO of MyCorporation, learned early that she should never settle for less than her best. Marina Lau, a senior marketing manager at JotForm, says one of her key mentors provided all sorts of practical advice, but it was all built on a foundation of creating a strong sense of inner confidence.

Mentor 74

Mentor Quality P&L Hammer 74

Surviving Leadership

OCTOBER 29, 2018

I also truly appreciated some of the business practices that leadership followed that I have missed in other organizations, including ones highlighted in McCord’s book. At this meeting, employees heard from the CEO, CHRO, General Counsel, COO, CFO, CMO, and any business leaders spearheading a major initiative.

CFO 58

CFO P&L Call Center COO 58

The Center For Leadership Studies

MAY 6, 2024

Cary, NC – May 6, 2024 – The Center for Leadership Studies (CLS), the global home of the Situational Leadership ® Model, announced today the release of Situational Conversations , a flexible, multimodal program that enables leaders to drive success and engagement through meaningful conversations. However, many leaders are struggling.

P&L 52

P&L Leadership Situational Leadership Workshop 52

Steve Farber

MAY 31, 2017

For instance, Deborah Sweeney, the CEO of MyCorporation , learned early that she should never settle for less than her best. Marina Lau, a senior marketing manager at JotForm , says one of her key mentors provided all sorts of practical advice, but it was all built on a foundation of creating a strong sense of inner confidence.

Mentor 40

Mentor Quality P&L Hammer 40

Harvard Business Review

DECEMBER 19, 2016

One of the challenges of being a CEO is that you rarely are asked to choose between a wrong or right answer. CEOs should actively manage five specific tensions in today’s complex global business environment: Disruptive innovation versus leveraging the company’s core strengths. Manage costs — or add value?

CEO 8

CEO Supply Chain Disruptive Innovation P&L 8

Harvard Business Review

JULY 10, 2012

Have you noticed that general managers are scarce these days? But in many large companies, the only true general manager is the CEO. Everyone else, whether in the C-suite or in the senior management ranks, runs a piece of a business or a support function. At one time general managers were at the center of the action.

Management 13

Management P&L Incubator Finance 13

Chart Your Course

JUNE 30, 2016

Every HR, OD professional, and management consultant should at the very least be aware of their existence, if not well-versed in their ideas and theories. It is hands-down the most popular leadership book of all time. He demonstrates that the ability to build trust is THE key leadership competency of the new global economy.

Human Resources 100

Human Resources Talent Management Resources Ulrich 100

In the CEO Afterlife

AUGUST 6, 2013

I remain impressed with the ongoing success of P&G, L’Oreal, Nike, Whole Foods, Pernod Ricard, Apple, and Starbucks. I am not suggesting restructuring the entire brand management system. I am making the case for CMOs and CEOs to recognize the necessity of their own direct and passionate involvement as chief brand custodians.

Brand 260

Brand P&L Human Resources Brand Management 260

Harvard Business Review

SEPTEMBER 27, 2017

Coca-Cola recently reshuffled its leadership team to focus on growth, innovation, and digital. L’Oréal has made a strategic investment in Founders Factory , a digital startup accelerator. “A clear, easy-to-memorize digital group strategy is now vocally championed by leadership across the company,” Rochet says.

P&L 12

P&L Agility Fashion Media 12

Harvard Business Review

MAY 20, 2016

This question was at the heart of a recent study we conducted that is forthcoming at the Academy of Management Journal. Specifically we studied whether or not board service increased an executive’s likelihood of receiving a promotion, becoming a CEO, and/or receiving a pay increase. It was an incredible leadership school for me.

Execution 9

Execution P&L CEO COO 9

Harvard Business Review

OCTOBER 15, 2013

CEOs face countless decisions. While the obvious decisions that CEOs need to get right involve strategy and competitive advantage, too many executives delegate away three critical decisions that they need to own: decisions about goals, resource allocation, and people. How P&G Presents Data to Decision Makers.

P&L 8

P&L Fixed Assets Charan Delegation 8

Harvard Business Review

MAY 24, 2013

With former CEO A.G. She holds the Ernest L. She is also Chair and Director of the Harvard University Advanced Leadership Initiative. In her latest book, SuperCorp: How Vanguard Companies Create Innovation, Profits, Growth, and Social Good , she analyzed how P&G (among other companies) achieved long-term performance.

P&L 8

P&L Restructuring Price CEO 8

Ask Atma

MAY 20, 2012

So the designer teaches everyone about UX/AI, the coders teach about their development methodology, the project managers teach about agile protocols, and the sales people describe what it is like in the field. Emotional control – successful anger and/or frustration management. So you must demonstrate very strong leadership.

Team 52

Team How To Knowledge Management Self-aware 52

Harvard Business Review

AUGUST 5, 2014

To have the influence to help set business strategy for the company, CMOs need to translate customer insights into terms meaningful to senior leadership. Deborah DiSanzo, the CEO of Philips Healthcare, was once a CMO. She knew that to have a role in steering strategy, she had to earn the trust of her CEO and board. “To

P&L 10

P&L Banking Marketing Call Center 10

Harvard Business Review

NOVEMBER 22, 2017

An “operating model” — how a company organizes and manages its resources to achieve its strategic ambitions — is the bridge between strategy and execution. Who has P&L authority? Second, they’re specific enough to help senior management make trade-offs. It includes accountabilities.

Strategy 8

Strategy Company Banking Apparel 8

Coaching Tip

MARCH 29, 2017

"When they get to own a P&L or become the CEO, in many cases executives are rusty at strategy or have never even been given a set of tools to set strategy," says management consultant Tim Lewko. Can't Get Enough Leadership. Develop Leadership Skills: A Mobile Reference Guide. They are in fact the same.

Process 70

Process P&L CEO Execution 70

Great Leadership By Dan

JUNE 18, 2019

Ruthless prioritization serves you—the CEO, the general manager, the team owner, the person on the hook for the P&L of your business. Now, think how much leadership courage and conviction it takes to make those tough choices. That means they’ve also become proficient in prioritizing.

Brand 197

Brand P&L Delegation Loyalty 197

Harvard Business Review

SEPTEMBER 6, 2013

percent of Fortune 500 CEOs are women. But the gender split in mid-level management is now nearly even. While women have made progress in being recognized as managers, why aren''t they making it to the top? But we also found that these traits are not synonymous with proactive career management.

Career 8

Career P&L Learning-by-Doing CEO 8

Harvard Business Review

MAY 21, 2013

Impulse patronage" looks and feels like impossibility to anyone who isn''t a manager with a cash-flow-positive P&L and the courage to take a chance. Put another way, what CEO, CMO or innovation leader wouldn''t want to learn what kind new products, services, user experiences, etc.

Innovation 8

Innovation P&L Company Creativity 8

Harvard Business Review

JANUARY 18, 2012

Recognizing that the company's command-and-control culture wouldn't work in the 21st century, he defined leadership as leading by values and created a unique collaborative organizational structure. These are the qualities I believe made him the best CEO, so far, of the 21st century: Humility and openness. Patience and a long-term view.

Globalization 15

Globalization Golden Parachute Short-term Long-term 15

Harvard Business Review

OCTOBER 20, 2016

The leader makes the reorg team and leadership swear to secrecy and then is surprised when the news leaks to the wider organization (it always does, we’re afraid). Until they know whether they still have jobs, and what they will be, staff have no interest in the fantastic strategies and metrics that make senior managers happy.

P&L 8

P&L Open-book Organization Follow-up 8

Harvard Business Review

JUNE 5, 2015

” I love this quote from L. For Richard, a respected academic and world authority on leadership, vacations are also serious stuff. He simply pursues his vision of excellence through whatever he is doing, and leaves others to determine whether he is working or playing. To himself, he always appears to be doing both.”

P&L 8

P&L Sharpe Hotels Learning-by-Doing 8

Harvard Business Review

JANUARY 17, 2012

Consider George, a CEO of a large building-engineering firm in Silicon Valley. As business boomed, new hires and managers competed hard with each other to scramble up the corporate ladder (while prying other people's fingers off of it). They want to chug ahead, like the Little Engine That Could. What does happiness mean?

P&L 12

P&L Construction Survey Stress 12

Harvard Business Review

JANUARY 29, 2015

How can these companies overcome the inevitable leadership, organizational, and cultural challenges involved? It made a massive investment (more than $1 billion) to build a software “ Center of Excellence ” in San Ramon, California to manage the data explosion created by the increasing intelligence of its industrial machines.

Software 8

Software Six Sigma Insourcing P&L 8

Harvard Business Review

JANUARY 31, 2018

We conducted a 10-year study, which we call the CEO Genome Project , in which we assembled a data set of more than 17,000 C-suite executive assessments and studied 2,600 in-depth to analyze who gets to the top and how. The path to CEO rarely runs in a straight line; sometimes you have to move backward or sideways in order to get ahead.

CEO 8

CEO CFO P&L Career 8

Persuasive Powerhouse

OCTOBER 22, 2010

Home Who We Are What We Do Services Contact My Favorite Blogs All Things Workplace Bob Sutton – Work Matters Brain Leaders and Learners Bret L. One of the patterns I see in the 360 data on leadership behaviors is that peers are typically the lowest rating group for any given executive. Why is that?

Bottom-up 177

Bottom-up Short-term Executive Coaching Open-book 177

Harvard Business Review

DECEMBER 20, 2011

The best analysis of the resource scarcity mega-trend came from asset manager Jeremy Grantham. CEO Peter Loscher declared Germany's plans to move aggressively toward renewables "the project of the century.". Valuing and internalizing the externalities: Puma Calculates its Environmental P&L. Watch this space.

Supply Chain 15

Supply Chain Apparel P&L Long-term 15

Harvard Business Review

AUGUST 14, 2013

The stats below offer a startling glimpse into what work and leadership is like for women around the world. Taking a more in-depth examination of women and leadership, our September issue focuses on some of the complicated ways gender manifests itself in our workplaces. Leadership Qualities. They''re not all depressing.

P&L 12

P&L CFO Self-aware Globalization 12

Harvard Business Review

JANUARY 3, 2014

According to one consultant, job candidates focus most intently on “the past success—of the CEO and of the company. They want to be part of the management team that drives its growth, and be recognized for the added expertise that they bring to the team.” Another shared an anecdote: A CEO was interviewing a candidate for a position.

Reputation 12

Reputation Consultative P&L Execution 12

Harvard Business Review

NOVEMBER 12, 2012

Yet they don't work, and their repeated application makes many managers incredibly gender fatigued and frustrated. Solution : Make gender balancing a strategic initiative, led by the CEO, framed as a lever to achieving business strategy, not as a separate initiative for already overburdened executives. Problem 1: Calling it Diversity.

Diversity 8

Diversity Balanced Scorecard P&L Committee 8