Great Leadership By Dan

MAY 7, 2013

When it comes to understanding how to balance the need to keep a sharp eye on the bottom line and keep a workforce fully satisfied and productive, some managers and companies seem to get it while others don’t have a clue. I’ll talk to the operations manager.”. Bob was devastated. I’d say that’s conservative. What should I do?”.

Company 272

Company Sharpe Policies Bottom-up 272

Terry Starbucker

OCTOBER 9, 2011

(Terry’s Note: Hi all – Today I’m introducing a new series of posts, written by guest writer Adam Tenenbaum , called Front Line Leadership. Adam is currently right in the middle of his leadership journey, overseeing a large staff at a very successful retail operation.

Leadership 296

Leadership Tactics Management Maturity 296

Skip Prichard

JULY 19, 2021

Whether you are new to studying leadership or have practiced and studied it for many years, I am sure you will benefit and enjoy the leadership lessons today’s post provides. One of your first leadership lessons is “A subordinate’s trust in their leader is the most important factor in the success of any organization.”

Leadership 134

Leadership Crisis Learning-by-Doing Team 134

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 83

Short-term Sharpe Document Open-book 83

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

FEBRUARY 8, 2019

When you started out you rightly focused on developing your unique new product, service, or solution. There are warning signs you may be stuck in founder-mode and not making the turn to leadership. Leadership is uncomfortable sometimes. And, you operate in a fishbowl. Leadership involves uncertainty. Make the turn.

Delegation 243

Delegation Maturity CEO Execution 243

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? If your company can’t be operated by mere mortals, you need to reexamine your business logic.

Business Model 344

Business Model Brand Blog Supply Chain 344

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

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

Strategy Driven

FEBRUARY 15, 2021

The tick of every sale quickly contributes to a pattern revealing how the marketplace is receiving our products at every given moment. To find out, it may be worthwhile to make some sharp distinctions between what Big Data driving AI can do, and what it cannot. BDAI (for short) is excellent at making sense out of the current state.

CEO 66

CEO Balanced Scorecard Supply Chain Sharpe 66

RapidStart Leadership

FEBRUARY 7, 2017

He was doing one of the critical things that I think all new managers should do any time they move into a new leadership position – talking to key people and listening to what they have to say before making decisions about direction and focus. Get a notebook and a sharp pencil, and get started. Seek First to Understand.

Management 120

Management Covey Learning-by-Doing Sharpe 120

Skip Prichard

NOVEMBER 15, 2019

The combination of business and military leadership experience added insight and perspective to their book. . In sharp contrast to Hurricane Katrina, the collaboration between military organizations, federal authorities, and state and local agencies during Sandy led to purposeful and decisive support to victims and infrastructure.

Agility 92

Agility How To Decentralization Morale 92

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 51

Tactics Execution Pharmaceuticals Human Capital 51

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

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

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

Women on Business

JANUARY 24, 2011

Competition without relationships turns products and services turn into commodities. One half of building business is supplying quality products or services; the other half is skill in building relationships. Being sharp means being succinct. Practice pitches and product or service descriptions. Rehearse your pitch.

Press Release 100

Press Release Discount Sharpe Advertising 100

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 414

Blog Career Learning-by-Doing Advice 414

Strategy Driven

MARCH 18, 2011

Achieving coherence requires a sharpness of focus that few companies have mastered. PL and CM: Coherent companies – those that possess a capabilities system that aligns their strategy with their product/service portfolio – generate superior performance over time, which is what we call the coherence premium.

Resources 51

Resources Industry System Strategy 51

Harvard Business Review

MAY 9, 2012

The innovator's quest has been to find the win-win proposition: a great new product that can create differentiated value for consumers while supporting differentiated profits for the producer. It helped to establish the Symbian operating system in 1998 and spent a fortune trying to attract developers to the platform.

Innovation 13

Innovation Supply Chain Telecommunications Core Competence 13

Harvard Business Review

SEPTEMBER 11, 2017

Your #1 focus at this stage is product-market fit. Customers are integral to this process because they provide feedback, and every member of your team should be answering support requests, meeting with customers, and thinking about how to build a product that suits the needs of the market. What to do. What not to do. What to do.

Metrics 13

Metrics Engineering Efficiency Learning-by-Doing 13

Harvard Business Review

OCTOBER 16, 2014

Every few hundred years throughout Western history, a sharp transformation has occurred,” Peter Drucker observed in a 1992 e ssay for Harvard Business Review. “In He added: “Anyone can acquire the ‘means of production’, i.e., the knowledge required for the job, but not everyone can win.” It’s no wonder why.

Drucker 14

Drucker Survey Learning-by-Doing Knowledge Management 14

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

AUGUST 15, 2011

he was decrying the sorry state of leadership, not asking about particular places. Even in quiet times, there's a chance for mischief or missteps if leaders leave a vacuum, with no one clearly in charge and lack of clarity about how to operate. When former auto executive Lee Iaccoca titled a book, " Where Have All the Leaders Gone ?"

Contingency Plans 16

Contingency Plans Sharpe Bond Planning 16

Harvard Business Review

SEPTEMBER 1, 2016

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. Most started out as their company’s first salesperson, its first product developer, or both.

Company 10

Company Hotels Supply Chain Learning-by-Doing 10

Harvard Business Review

MARCH 24, 2016

Many businesses lose this sharp sense of purpose as they grow. At the extreme, your company becomes an out-of-touch bureaucracy where power shifts to corporate offices and to people who may never have served a customer or made a product. Insight Center. Entrepreneurship for the Long Term. Sponsored by Northern Trust.

Company 8

Company Venture Capitalist Long-term Hotels 8

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? Chief marketing officers and their teams contemplate and shape the brand attributes that best define the relationship between a product or service and its customers. 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

APRIL 27, 2015

By comparison, think of the long strides many businesses have made in reengineering their supply chains, boosting product quality, and rolling out lean six sigma. Innovators see their organization, and the world around it, as a portfolio of skills and assets that can be endlessly recombined into new products and busi­nesses.

Innovation 8

Innovation Company Engineering Supply Chain 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 12

Crisis Mayo Strategy Short-term 12

Harvard Business Review

SEPTEMBER 8, 2016

After studying and working with hundreds of companies in free fall, we’ve identified concrete steps that leadership teams can take to engineer successful turnarounds and transformations. From there, the team began to create rules to determine when the company could add products and elements. Other companies can do the same.

Company 8

Company How To Business Model Engineering 8