Mike Cardus

MAY 17, 2013

In what ways might I serve to create a bridge for teams and managers to understand their view and use that to achieve results? When working one on one coaching a manager through successes, challenges and workable goals , how would I illustrate humbleness while being arrogant to have the conviction to develop the needed knowledge?

Engineering 133

Engineering Goldratt Gilbert Team Building 133

Great Results Team Building

APRIL 7, 2012

If you are reading this, you may either consider yourself a nice guy, or you have someone on your team that you think is too nice a guy, and you are possibly questioning your (or his/her) ability to lead your team to success. Successful teams must have a leader that can communicate and inspire and relate to his teammates.

Ryan 200

Ryan Gilbert Teamwork Skills 200

You're Not the Boss of Me

JANUARY 2, 2011

First up is Leadership…and All That Jazz. This post considers the metaphor between leadership and jazz. Managing & Leading…Lessons from Gilbert & Sullivan was really fun to write. As a visual learner, I love getting leadership inspiration from movies. I Love to tell stories.

Review 46

Review Gilbert Diversity Blog 46

Roundtable Talk

APRIL 27, 2010

Before getting thrown in head first to the world of assessment, I conducted countless management interviews using the same toolkit of questions: what are your strengths, what are your weaknesses, blah, blah, blah etc. In my opinion, an alignment between a person’s core values and that of the organizations’ is crucial for long-term success.

Collins 31

Collins How To Gilbert Teamwork 31

Harvard Business Review

MARCH 15, 2013

One key to success is recognizing that transforming a business involves three activities: Transforming the core business to maximize its resilience ("Transformation A"). Instead, they require careful, consistent leadership. For Gilbert, that meant attracting people who had worked at pure-play Internet companies like Yahoo!,

Gilbert 8

Gilbert Company Uncertainty Long-term 8

Harvard Business Review

JANUARY 17, 2012

The engineer behind that project, Steve Sasson, offered a memorable one-liner to the New York Times in 2008 when he said management's reaction to his prototype was, "That's cute — but don't tell anyone about it.". Gilbert's HBR article with Joseph Bauer that also discusses Kodak is available here. This is hard stuff.

Gilbert 15

Gilbert Film Incubator Business Model 15

Harvard Business Review

NOVEMBER 8, 2011

The writer Elizabeth Gilbert rightly expresses this concern in her inspiring TED talk. I agree with Gilbert that one should not put pressure on oneself to become inspired. Another incredibly important, and often overlooked trigger of inspiration is exposure to inspiring managers, role models, and heroes.

Gilbert 15

Gilbert Self-aware Creativity Report 15

Harvard Business Review

FEBRUARY 3, 2015

Even the most naive of them agree that, like it or not, relationships hold the key to both their current capac­ity and future success. When it comes to stepping up to leadership, your network is a tool for identifying new strategic opportunities and attracting the best people to them. The list goes on. In fact, few of us do.

How To 8

How To Diversity Letter Learning-by-Doing 8

Harvard Business Review

JUNE 17, 2015

” As design expertise became more critical to the success of IBM products and services, increasingly designers worked more frequently in collaboration with software engineers on product development. Throughout these years of cultural transformation, Intuit’s leadership support has been constant.

Productivity 8

Productivity Products Customer Intimacy Software 8

Harvard Business Review

FEBRUARY 15, 2012

But you know, my leadership team is smart. And they've been hugely successful. While Govindarajan and Trimble's guidance makes sense at a high level, coloring in the details related to portfolio management, decision making, and managing distinct cultures presents challenges. That's just what my life is like.

Innovation 14

Innovation Gilbert Govindarajan Christensen 14

Harvard Business Review

JULY 27, 2012

However, Roger Martin , Michael Porter , Christopher Meyer and Julia Kirby , and other thoughtful commentators have noted that the intent to maximize shareholder value has resulted in myopic management overly obsessed with short-term financial returns. Leadership compensation. Environmental impact. Short-term profits.

Christensen 13

Christensen Company Consensus Gilbert 13