Marshall Goldsmith

MAY 26, 2014

The higher we move up the organizational ladder, the more our employees let us know how wonderful we are! Many of our delusions can come from our association with success, not failure. Since we get positive reinforcement from our past successes, we think that they are predictive of great things to come in our future.

Succession 181

Succession Commitment Follow-up Learning-by-Doing 181

Miles Anthony Smith

AUGUST 7, 2018

So I reached out to a number of experts with these 3 questions: What is the number #1 leadership competency a person must possess or learn to succeed? What is the number #1 book you recommend for learning how to become a better leader (boss/manager or leading self)? But this post isn’t all about me and only my advice.

Leadership 102

Leadership Self-aware Learning-by-Doing Open-book 102

Miles Anthony Smith

JUNE 5, 2018

It’s why I wrote my book Why Career Advice Sucks™ … to share the stories of my own career success and failures and help you grow your career more quickly. ​ Click "READ MORE" to learn from the career advice of the experts. Why is the world appear to be so topsy-turvy? Have you felt this way?

Career 74

Career Advice Succession Learning-by-Doing 74

Marshall Goldsmith

MARCH 18, 2013

The higher we move up the organizational ladder, the more our employees let us know how wonderful we are! Why It Can Be So Hard for Successful Leaders to Change. Any human, in fact, any animal will tend to repeat behavior that is followed by positive reinforcement. I am successful. Therefore, I must be successful because I behave this way.

Succession 107

Succession Commitment Follow-up Learning-by-Doing 107

Strategy Driven

OCTOBER 31, 2012

Sometime in the past two years, perhaps while we were distracted by the vampire craze, zombies started presenting a more menacing presence. In today’s fast-paced, unprecedented, and unpredictable economy, many executives simply don’t know what to do. Present and future executives need more.

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Leadership Execution Competitive Advantage Library 50

LDRLB

MARCH 10, 2014

DAVID: Who are you and what do you do? GEORGE: My name is George Bradt and I spend my life trying to contribute to individuals’ knowledge and joy. What is it that makes this process of jumping from individual contributor to first-time leader so difficult? GEORGE: Actually, you put your finger on it.

Drucker 74

Drucker Books Learning-by-Doing Leadership 74

Harvard Business Review

NOVEMBER 13, 2017

Experts have opined for decades on the reasons behind the spectacular failure rates of strategy execution. In 2016, it was estimated that 67% of well-formulated strategies failed due to poor execution. It’s no surprise, then, that 50%–60% of executives fail within the first 18 months of being promoted or hired.

Execution 8

Execution Strategy Budgeting Learning Curve 8

Joseph Lalonde

MARCH 14, 2018

I have a history of going a little overboard with the “healthy physical habits” – for example, weekly fasting or excessive training for athletic competitions, etc. I have a history of going a little overboard with the “healthy physical habits” – for example, weekly fasting or excessive training for athletic competitions, etc.

Succession 316

Succession Self-aware Learning-by-Doing Follow-up 316

Harvard Business Review

NOVEMBER 23, 2018

Prior to the past recession, both eventual winners and eventual losers in a group of 3,500 companies worldwide experienced double-digit growth rates. In the 2001 recession, total sales for the S&P 500 declined by 9% from its pre-recession peak to its trough 18 months later—almost a year after the recession officially ended.

Team 11

Team Price B2B Tools 11

Harvard Business Review

JANUARY 29, 2015

This means that many organizations and their leaders are running as fast as they can to quickly build their software capabilities. Is your company ready to compete in a world of smart, connected products ? ” In this world, customers expect their suppliers to surround their products with data services and digitally enhanced experiences.

Software 8

Software Six Sigma Insourcing P&L 8

Harvard Business Review

OCTOBER 22, 2013

Businesses, families, and individuals are ruined in shocking fashion—“150-year-old bank and pillar of Wall Street is gone in the blink of an eye”; “Major oil company loses $90 billion in market value in three months”; “Kite surfer tries his luck in a hurricane and slams into a building.” Astounding lapses in judgment are everywhere.

COO 8

COO Short-term CFO Pharmaceuticals 8

Harvard Business Review

AUGUST 7, 2014

Think about when, where, and how your team has been most innovative in the past. Also look at ideas that were generated in the past and see if any are worth resuscitating. Your team is in a rut, but what can you do about it? How can you push everyone to be more creative? Where should you seek inspiration? What the Experts Say.

Team 10

Team Brainstorming Creativity Innovation 10

Harvard Business Review

MARCH 24, 2016

And as with most things, today’s platform designers may learn something from knowing a bit of this history. And the general public has been paying attention really only over the past few years with the sudden appearance of companies like Uber. They’re not. Platform markets have been around for centuries. Insight Center.

Venture Capitalist 8

Venture Capitalist Long-term Marketing Travel 8

Harvard Business Review

AUGUST 20, 2013

Leaders equate risk with potential failure, so organizations have morphed into hierarchical, fixed systems to constrain variability within an acceptable range that has become progressively narrower. Businesses mostly seek to avoid risk. Enterprise IT is no different. Understanding Risk. Risk is a necessary feature of innovation.

Dunning 8

Dunning Project CTO Innovation 8

Harvard Business Review

SEPTEMBER 20, 2017

Other firms with large digital presences, ranging from Apple to Warby Parker, have moved into physical stores. As families moved out to the suburbs, and interstate highways improved distribution and logistics, a single location focused on a particular product area made a lot of sense. Yet the struggles at the company are not new.

Retail 9

Retail Blue Ocean Strategy Mauborgne Comparison 9

Harvard Business Review

NOVEMBER 20, 2017

Executives say that they lose 40% of their strategy’s potential value to breakdowns in execution. Instead of formulating detailed, long-term financial plans, executives at Dell now align around a common performance ambition—a cash flow vector consistent with growing the company’s intrinsic value faster than competitors.

Execution 8

Execution Strategy Contingency Plans Company 8

Harvard Business Review

OCTOBER 27, 2017

Strategy has little value until it is implemented. In a world where disruption can happen overnight, moving rapidly from strategy design to delivery is critical. As a result, strategies fail, customers leave, key talent is lost, and financial performance suffers.

Strategy 8

Strategy Content Survey Short-term 8

Harvard Business Review

OCTOBER 27, 2017

Yet most strategic initiatives fail to deliver, and they do so at great cost in time and resources. In a new global survey by the Economist Intelligence Unit (EIU), 90 percent of respondents said their organizations failed to reach all of their strategic goals because of flawed implementation. Why are principles so important?

Strategy 8

Strategy Content Cooper Learning-by-Doing 8

Terry Starbucker

MAY 20, 2010

That’s the time it takes to feed it into your motivation machine, and move right along. And there is SO much to gain from even noble failures – little lessons that get applied in the future, or another door that pops open along the way. Plenty of times, I bet. “Can’t” is a big, fat, stop sign designed to sabotage a dream.

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Learning-by-Doing Blog Definition Open-book 388