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Leading Those Who Don't Want To Follow | N2Growth Blog

N2Growth Blog

Never be swayed by consensus that calls you to compromise your values, rather be guided by doing the right thing. Most people don’t have to agree with you 100% of the time, but they do need to trust you 100% of the time. Trust cannot exist where leaders are fickle, inconsistent, indecisive, or display a lack of character.

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Centralized Decision Making Helps Kill Bad Products

Harvard Business Review

They invest significant resources in research, marketing, and distribution. Our research suggests that, on average, more centralized decision making structures are more likely to pull poorly performing products from the market. Firms might leave products on the market well past their prime. Killing products isn’t easy.

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To Get More Done, Focus on Environment, Expectations, and Examples

Harvard Business Review

Below I’ve put together a list of tips to help leaders of all kinds be deliberate with their choices, based largely on my years advising startup founders on product, marketing, and management at Google Ventures — and my subsequent work studying and experimenting with personal time-management techniques for my book Make Time.

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Different Cultures See Deadlines Differently

Harvard Business Review

This isn’t to say deadline-oriented cultures aren’t concerned with doing a job well or nurturing relationships, but getting the job done on time is the primary capitalistic driver of being first to market. Time often literally equals money, in terms of costs, profit margins, and beating the competition for market share.

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Case Study: When to Drop an Unprofitable Customer

Harvard Business Review

I'm flattered by such an august delegation," Steve said. It should be to win in every one of our chosen markets. He told Jane that he had e-mailed Hammond about the committee's failure to reach consensus and that the CEO had pointedly asked for his recommendation regarding the worst-performing customers, such as Westmid.

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Kicking Leadership Clichés

Great Leadership By Dan

The financial market already recognizes it: In an academic study of 30 public companies that announced co-CEO arrangements, the average stock return that could be attributed to the announcement was 2.58 In the era of big collaboration, the ethicization of business, and the complexity that comes with globalization 2.0,