N2Growth Blog

FEBRUARY 8, 2019

You started a company. Missing the turn or making it too late can cause a company to stagnate or implode or can spell the death of the idea; or worse, the idea becomes someone else’s to bring to market without you. There are warning signs you may be stuck in founder-mode and not making the turn to leadership. You got funding.

Delegation 221

Delegation Maturity CEO Execution 221

Skip Prichard

SEPTEMBER 8, 2019

You’ll see how Amazon’s core leadership principles helped it to scale. They also operate with an owner’s mindset. Another unique facet is their rigorous approach to design, solutions and operations. Everything has to be scalable and you don’t do this without knowing how to build and operate. Develop a Customer Obsession.

Short-term 80

Short-term Sharpe Document Open-book 80

Tim Milburn

FEBRUARY 6, 2012

It is a question I’ve asked countless people at the leadership seminars we conduct. More often than not, we find that leaders lull themselves into thinking they are top-flight leaders because they think they use a supportive or coaching style , which someone told them are “good” leadership styles. Human Relations.

Leadership Styles 107

Leadership Styles Blanchard Leadership How To 107

Eric Jacobson

FEBRUARY 9, 2016

Ken Blanchard , author of, Great Leaders Grow , shares today's guest post: How to Evaluate Your Leadership Style By Ken Blanchard, Co-author of Great Leaders Grow: Becoming a Leader for Life Today, I'm going to give a short, one-question quiz. It is a question I've asked countless people at the leadership seminars we conduct.

Leadership Styles 50

Leadership Styles Blanchard Leadership How To 50

Eric Jacobson

JULY 10, 2015

How to Evaluate Your Leadership Style By Ken Blanchard, Co-author of Great Leaders Grow: Becoming a Leader for Life Today, I'm going to give a short, one-question quiz. It is a question I've asked countless people at the leadership seminars we conduct. Employees are sharp observers. I don't ask this question flippantly.

Leadership Styles 50

Leadership Styles Blanchard Leadership How To 50

N2Growth Blog

MAY 16, 2010

Posted on October 13th, 2010 by admin in Operations & Strategy By Mike Myatt , Chief Strategy Officer, N2growth How dumb is your business? The truth is that great companies are those which can thrive and prosper in the absence of sophistication. Talent is clearly a plus as long as it is a value add and not a business requirement.

Business Model 320

Business Model Brand Blog Supply Chain 320

Marshall Goldsmith

FEBRUARY 8, 2018

You have to lead transformation without sacrificing financial and operating results, or injuring your engagement scores. Lyft: Values-driven leadership: nobody does it alone. The fourth transformational principle embraced by the world’s growth-company leaders relates to how you measure and manage meaning in your life and work.

Competitive Advantage 70

Competitive Advantage Banking Diversity IPO 70

Tim Milburn

FEBRUARY 6, 2012

It is a question I’ve asked countless people at the leadership seminars we conduct. More often than not, we find that leaders lull themselves into thinking they are top-flight leaders because they think they use a supportive or coaching style , which someone told them are “good” leadership styles. Human Relations.

Leadership Styles 75

Leadership Styles Blanchard Leadership How To 75

Strategy Driven

FEBRUARY 15, 2021

To find out, it may be worthwhile to make some sharp distinctions between what Big Data driving AI can do, and what it cannot. Otherwise, companies are in peril of becoming driverless, autonomous vehicles, subject to an uncertain future fraught with potentially lethal hazards. CEO’s Role- Wisdom and Innovation. About the Author.

CEO 66

CEO Balanced Scorecard Supply Chain Sharpe 66

Skip Prichard

NOVEMBER 15, 2019

Leo Tilman is the founder of Tilman & Company, Inc. The combination of business and military leadership experience added insight and perspective to their book. . It is a new, more advanced way of studying environments, making decisions, building cultures, and operating on a day-to-day basis. Leadership Practices to Watch.

Agility 86

Agility How To Decentralization Morale 86

Strategy Driven

NOVEMBER 6, 2015

When you own and operate a business you need to have certain procedures for an efficient and seamless function. Sometimes the difficulty of managing your time makes for a haphazard operation. An inefficient operation results in unproductive activities which often miss the point and worse yet, result in wasted time and wasted resources.

Succession 50

Succession Strategic Planning Budgeting Goal 50

HR Digest

MAY 8, 2023

LEADERSHIP Leadership skills aren’t just about being a boss or a manager. And when leadership skills are valued and encouraged in the performance evaluation process, employees are more likely to take ownership of their work, seek out new challenges, and contribute to the overall success of the organization.

Review 105

Review Performance Review Ethics Teamwork 105

Marshall Goldsmith

FEBRUARY 8, 2018

Jim Kim (President of the World Bank), Peter Drucker (founder of modern management), Paul Hersey (noted author, teacher, and personal mentor of mine), and Warren Bennis (one of the world’s greatest leadership thinkers of his time). Has been recognized as the World’s #1 Leadership Thinker. Co-founder Partners in Health.

Executive Coaching 70

Executive Coaching CEO Magazine Banking 70

Eric Jacobson

FEBRUARY 4, 2012

How to Evaluate Your Leadership Style By Ken Blanchard, Co-author of Great Leaders Grow: Becoming a Leader for Life Today, I'm going to give a short, one-question quiz. It is a question I've asked countless people at the leadership seminars we conduct. Employees are sharp observers. I don't ask this question flippantly.

Blanchard 86

Blanchard Leadership Styles Sharpe Seminar 86

Strategy Driven

APRIL 3, 2014

Successful leaders in Medical Affairs, Clinical Operations and Medical Scientific Liaison positions will use their resumes to market themselves as cross-functional leaders that have made an impact across many aspects of the business—not just the scientific areas. You must appeal to all of these audiences.

Tactics 52

Tactics Execution Pharmaceuticals Human Capital 52

HR Digest

MAY 2, 2019

"Unleashing Collective Genius" As globalization takes a sharp turn from government to business, the issue of global talent mobility rapidly moves up the agenda. I’d say we’re very focused on creating a skilled workforce and leadership pipeline that can execute our strategy. Michael Fraccaro: That’s an interesting way to frame it.

Resources 40

Resources Human Resources Leadership Pipeline Learning-by-Doing 40

Women on Business

JANUARY 24, 2011

When all attributes are equal in a competition, the company who gets the contract has a personal connection. Being sharp means being succinct. Utilizing strengths and the contacts I had made to write the book, I scaled my practice to service women in business—the companies that support them and the companies that they own.

Press Release 100

Press Release Discount Sharpe Advertising 100

Strategy Driven

MARCH 18, 2011

The conventional wisdom about strategy may be leading your company astray. Achieving coherence requires a sharpness of focus that few companies have mastered. In this unpredictable economy, traditional approaches to strategy are a luxury most companies cannot afford. by Paul Leinwand and Cesare Mainardi.

Resources 52

Resources Industry System Strategy 52

Harvard Business Review

MARCH 24, 2016

A recent study by three professors at Purdue’s Krannert School of Management is part of a growing mountain of evidence of the superior and more lasting performance of companies where the founder still plays a significant role as CEO, chairman, board member, or owner or adviser. Set your company up for success. Insight Center.

Company 8

Company Venture Capitalist Long-term Hotels 8

Harvard Business Review

SEPTEMBER 1, 2016

Maintaining an obsession with the front line—where the company meets the customer—is fundamental to achieving sustainable growth. But as companies get bigger, they have a harder and harder time staying close to their customers and maintaining the sharp, ground-level instincts of a younger company.

Company 10

Company Hotels Supply Chain Learning-by-Doing 10

Harvard Business Review

APRIL 27, 2018

For years, companies, universities and nonprofits have researched the reasons why women are less likely to enter STEM field s — and why, once they enter, they face challenges that frequently push them out. A majority of successful women in STEM report sponsoring someone at their companies (only 37% of other women in STEM do the same).

Succession 13

Succession Reputation Focus Group Leadership Styles 13

Strategy Driven

OCTOBER 21, 2011

Twelve cases are written as narratives with multiple teaching points, but without a focus on a particular business decision; the remaining twenty-three cases were written around specific conundrums related to strategy, operations, finance, marketing, leadership, culture, human resources, organizational design, business model, and growth.

Learning-by-Doing 62

Learning-by-Doing Price Bottom-up Finance 62

Harvard Business Review

SEPTEMBER 11, 2017

Don’t use your customer team as a buffer between company and customer. Your company has (mostly) solved product/market fit. The key question you’re answering company-wide is: Can we acquire customers and get at least 3:1 return in our unit economics? Stay focused on revenue growth, not gross margin. What not to do.

Metrics 14

Metrics Engineering Efficiency Learning-by-Doing 14

Harvard Business Review

JULY 5, 2012

But innovation leadership is less about clichés celebrating creativity, compelling visions or getting the best out of people than successfully helping innovators beat what hurts. Special Forces operators such as the Navy SEALs are expected to "Embrace the Suck." Unpleasant sensory and emotional experiences abound. Couldn't do it.

Innovation 15

Innovation Self-aware Resistance Sharpe 15

Harvard Business Review

APRIL 24, 2017

However, for Airbus CEO Christian Streiff, it was just a brief window before his abrupt departure from the European aircraft company that’s part of the EADS consortium, along with DiamlerChrysler and Aerospatiale-Matra. At the other end of this dimension is the broader context, where politics operates at the organizational level.

Politics 14

Politics Bureaucracy Long-term Short-term 14

Harvard Business Review

OCTOBER 17, 2011

Employees don't care as much about the company as you think they do. Leaders, rationally enough, appeal to the company's circumstances when making a case for change. But social science points to five sources of meaning for humans at work: the impact of the work on society, the customer, the company, the team, and "me."

Motivation 15

Motivation Gordon Sharpe Airlines 15

Harvard Business Review

MAY 4, 2012

These failures have created towering problems for their respective companies. Both companies today face a wide variety of significant questions about civil legal liability, size of damages/penalties, criminal actions by government, other adverse governmental action (affecting fitness to operate) and governance failures.

CEO 9

CEO Committee Sharpe Report 9

N2Growth Blog

OCTOBER 21, 2010

Being able to discern and debate subjective positions with objectivity is an art form that must be present for effective leadership. Understanding and respecting other’s perceptions is such a critical part of being an effective leader that absent this ability I truly believe you cannot be effective in a leadership role.

Blog 419

Blog Gordon Learning-by-Doing Open-book 419

N2Growth Blog

DECEMBER 30, 2010

Over the years I’ve come to believe that there is only one sure fire litmus test for measuring leadership success, and to the chagrin of many reading this post, it has little to do with what happens on the job. Being a leader at home requires a different set of learnable competencies.

Blog 413

Blog Career Learning-by-Doing Advice 413

Harvard Business Review

OCTOBER 5, 2015

When and how do we shift our businesses from legacy operating models to ones that better reflect the future? It is these tensions that now shape the most important considerations for advertisers, their agencies, and the media companies that convene audiences at scale. Humans and Automation. Marketing strategies.

Media 8

Media Advertising Audience Technology 8

Harvard Business Review

MAY 19, 2015

The contrast is sharp and it is no accident. Otpor might have been a protest group, but it operated as if it was a startup company marketing a product. As Nocera pointed out, “Occupy protesters were purposely — even proudly — rudderless, eschewing leadership in favor of broad, and thus vague, consensus.”

Management 8

Management Bureaucracy Sharpe Consensus 8

Harvard Business Review

OCTOBER 11, 2011

For more tightly focused not-for-profits , such as the Cleveland Clinic and the network of Food Banks around the country, the decline is not nearly as sharp. Our own research on organizational strategy and leadership more broadly suggests a reason. Why the disparity?

Crisis 13

Crisis Mayo Strategy Short-term 13

Harvard Business Review

SEPTEMBER 8, 2016

At any given moment, about 5%–7% of companies either are in free fall or are about to be. And here’s a sobering fact: Only about 10%–15% of those companies will ever pull out of it. Clearly, something else, beyond the disruptive technology itself, is behind the demise of companies like Kodak.

Company 8

Company How To Business Model Engineering 8

Harvard Business Review

APRIL 27, 2015

By now, your company probably has a new busi­ness incubator, an idea wiki, a disciplined process for mining customer insights, an awards program for successful innovators, and maybe even an outpost in Silicon Valley—all fine ideas—and yet, most likely, it still struggles to meet its growth goals and seldom thrills its customers.

Innovation 8

Innovation Company Engineering Supply Chain 8

Harvard Business Review

MAY 14, 2018

There is no single leadership trait that guarantees success in any profession, but there is, based on my experience, one that many of the best leaders share: a fierce commitment to objectivity. Danae Diaz/Getty Images. And yet I realize it’s often not easy for leaders to remain objective. diplomatic facilities overseas.

Objective 11

Objective Safe Harbor Policies Analysis 11

Harvard Business Review

JUNE 25, 2015

But the ways we do business have changed dramatically over the course of the last decade, and it’s become more necessary to reach outside of your expertise – or industry — to gain perspective on your business and leadership style. That growth can even happen as companies scale. Just look to Tesla as an example.

Execution 8

Execution Venture Capitalist Software CRM 8

Harvard Business Review

DECEMBER 15, 2017

And they receive little on-the-job training to develop skills such as how to allocate short- and long-term resources, how to provide developmental feedback, or how to effectively handle conflict – leadership skills needed to run a vibrant business. The Dyad Model and Its Limitations. The CMO should not be part of the dyad model.

Training 13

Training Health Care Management 360-Degree Feedback 13