Great Leadership By Dan

AUGUST 15, 2011

They’re busy having meetings, doing power point presentations but making no improvements in the operation. MIT Sloan Management Review (Summer 2003). Some leaders over plan and under execute. Of course some leaders do just the opposite. Is there a “right” balance? It depends. Bibliography Kaplan, R.E. and Kaiser, R.B.

Kaplan 251

Kaplan Planning Review Learning-by-Doing 251

Lead Change Blog

MAY 7, 2019

Stephanie shares: “ Leadership self-care includes practical actions you can achieve to take care of yourself as a leader and ensure you’re operating at the highest level. Stephanie Skryzowski of 100 Degrees Consulting shared Twenty minutes a day to better leadership. Because, let’s face it, no one can look out for us as well as we can.

Leadership Development 383

Leadership Development Development Leadership McCarthy 383

Terry Starbucker

JULY 6, 2014

I’m the SVP of Operations of a Cable TV Company that operates in 4 states and has 22 operating divisions. We had acquired the properties in 2003, and had spent the first 5 years setting the stage for a drive to sustained growth and profitability. Better still, we had a secret weapon that was guiding us along.

Metrics 214

Metrics Leadership Operations Report 214

Lead Change Blog

FEBRUARY 22, 2018

It “broadens people’s thought-action repertoires and builds their enduring personal resources” (Frederickson, 2003). In spite of the evidence that people and performance thrive in a positive organization, the majority of organizations still operates from the “mechanistic mindset” that manages people like human resources.

Positioning 211

Positioning Development Goleman Short-term 211

Great Leadership By Dan

NOVEMBER 1, 2007

TQ – Technical/Operational Quotient Top leaders know the business. They have the operational skills to make things happen. Studies of why people fail ( Finkelstein , 2003; Dottlich , 2003; Lombardo ; Bennis , 2002; Zenger, 2002) all include some version of the lack of willingness and ability to adapt and learn from experience.

Agility 120

Agility Leadership Goleman ROI 120

Michael Lee Stallard

JUNE 5, 2021

Previously I’ve written about how relational disconnection between NASA engineers and senior managers contributed to the fatal accidents of the space shuttles Challenger in 1986 and Columbia in 2003.

Self-aware 332

Self-aware Stress Environment Long-term 332

Terry Starbucker

OCTOBER 4, 2015

For example, when I was SVP of Operations of Bresnan Communications from 2003-2010 and made hundreds and hundreds of speeches to rally our teammates in city after city in 4 Rocky Mountain states, I never made the same speech twice.

Leadership 150

Leadership Metrics Video Newsletter 150

First Friday Book Synopsis

AUGUST 13, 2011

The Toyota Way Jeffrey Liker McGraw-Hill (2003) To understand Toyota’s success, first understand its DNA I read this book when it was first published in 2004 and recently re-read it, curious to know how well Jeffrey Liker’s explanation of Toyota’s management principles and lean production values have held up. My conclusion?

Lean Production 80

Lean Production Books Review Productivity 80

Terry Starbucker

MAY 21, 2017

To quickly set the scene, I was the SVP of Operations for a 1,100 employee cable television company based in 4 states in the Rocky Mountain west. We had acquired the properties in 2003 from a large company that had largely ignored and neglected them for a number of years. A Breakthrough Lands In My Mailbox.

Succession 253

Succession Leadership Commitment Travel 253

Coaching Tip

FEBRUARY 3, 2015

A 2003 study, Dr. Conte co-wrote in the journal Human Performance examined 181 subway operators in New York City. Visualize yourself being on time, which will increase focus and attention. Get enough sleep so that you are thinking clearly. Source: Lisa Bernstein.

Self-aware 70

Self-aware Rogers Organizational Behavior Tips 70

Eric Jacobson

OCTOBER 15, 2014

Hear this: “The sad truth is that less than 30 percent of businesses last more than 10 years, and most failures occur in the first few years of operations,” said McBean. McBean is a graduate of the University of Saskatchewan in Saskatoon, and Mount Royal College in Calgary, Alberta.

Automotive 73

Automotive Succession Open-book Books 73

Eric Jacobson

JANUARY 29, 2013

Hear this: “The sad truth is that less than 30 percent of businesses last more than 10 years, and most failures occur in the first few years of operations,” said McBean. McBean is a graduate of the University of Saskatchewan in Saskatoon, and Mount Royal College in Calgary, Alberta.

Books 67

Books Review Automotive Open-book 67

The Horizons Tracker

FEBRUARY 22, 2022

But in industrial deployments, think 5G powered ports, mines, and factories, operations can re-configure the signal to support even faster upload speeds,” Brian Chamberlin, Executive Advisor, Huawei Carrier Marketing, says. “With 5G, you get fast upload speeds, up to 100Gbsp on many public networks. Worth paying attention to?

Stephenson 111

Stephenson Wireless Christensen Automotive 111

The Horizons Tracker

OCTOBER 1, 2019

The research examined data from the National Science Foundation on over 28,000 scientists and engineers to assess any changes in their employment status and their work outcomes between 2003 and 2010. It’s a form of work the authors argue is five times more prevalent than gig work.

Short-term 66

Short-term Incubator Engineering Trends 66

Eric Jacobson

JUNE 16, 2014

Hear this: “The sad truth is that less than 30 percent of businesses last more than 10 years, and most failures occur in the first few years of operations,” said McBean. McBean is a graduate of the University of Saskatchewan in Saskatoon, and Mount Royal College in Calgary, Alberta.

Automotive 57

Automotive Open-book Follow-up Long-term 57

Strategy Driven

APRIL 24, 2014

CEO Jason Levesque, a US Army veteran and entrepreneur, founded Argo Marketing in 2003, and has become a widely respected Maine business owner. Each of these attributes both individually and collectively builds trust among a team, and when a deep-seated, long-standing, consistent aura of trust exists, so does team cohesiveness.

Development 79

Development Team Loyalty Due Diligence 79

Mike Cardus

JULY 4, 2023

The term “mindset” conjures the image of a single setting, like a TV channel or a prearranged machine operation. Challenging the Notion of Mindsets Let’s elaborate on their viewpoint in response to a question about rejecting mindsets. However, human cognition is far more complex. G., & Bersoff, D. Jossey-Bass.

Open-book 78

Open-book Self-aware Shaw Learning-by-Doing 78

Rajesh Setty

DECEMBER 21, 2010

It can also become all-consuming – so I have struck a delicate balance between it, and the work I do online which is just as essential… because it funds the operations that I perform on children from under-privileged families. Each heart operation costs around $2,500 to $3,000. That is why I do it.

Marketing 49

Marketing Follow-up Operations Learning-by-Doing 49

Strategy Driven

JUNE 10, 2016

To do that, they must be able to operate unfettered by preconceived plans or flavor-of-the-month investment vehicles. Delaney was also a graduate of Red Bank Catholic High School, Red Bank, NJ in 2003. He graduated from Alvernia University, Reading, PA, in 2007 with a degree in Accounting and in Business Management.

Leadership 50

Leadership Belief Systems Banking Politics 50

CO2

JUNE 29, 2010

It is very important for leaders wanting to create Self-Starters to articulate a clear vision, values and set of goals for their teams, as this type operates by seeking forgiveness rather than permission. Brown-Nosers constantly check in with their leaders and operate by seeking permission, rather than forgiveness.

Executive Coaching 129

Executive Coaching Execution Blog Self-aware 129

Strategy Driven

DECEMBER 24, 2015

We all operate out of unique, internal systems comprised of mental models (rules, beliefs, history etc.) See my paper in The 2003 Annual : Volume 1 Training [Jossey-Bass/Pfieffer]: “Designing Curricula for Learning Environments Using a Facilitative Teaching Approach to Empower Learners” pp 263-272). It’s a systems/change problem.

Training 50

Training Resistance Learning-by-Doing System 50

Strategy Driven

JUNE 3, 2015

We all operate out of unique, internal systems comprised of mental models (rules, beliefs, history etc.) See my paper in The 2003 Annual: Volume 1 Training [Jossey-Bass/Pfieffer]: "Designing Curricula for Learning Environments Using a Facilitative Teaching Approach to Empower Learners" pp 263-272). It's a systems/change problem.

Training 50

Training Resistance Learning-by-Doing System 50

Harvard Business Review

SEPTEMBER 6, 2013

What is more important to company success, a strong external focus on customer experiences or an internal focus on effective and efficient operations? But while such customized services used to be enough to compete effectively, these retailers are now finding they need to improve their operational reliability too.

Customer Intimacy 9

Customer Intimacy Operations Supply Chain Retail 9

Harvard Business Review

APRIL 14, 2017

And the globalized markets that frontier firms operate in disproportionately reward their knowledge advantage, setting them even further apart from the rest. Take the example of Germany: Between 2003 and 2015, R&D expenditure in the business sector increased by 59%, reaching a record high of 157.4 billion euro. Nonetheless, U.S.

Innovation 14

Innovation Company Globalization Proposal 14

Harvard Business Review

MAY 9, 2012

Unbalanced teams grow more so over time, as like hires like, resulting in an operation with lopsided competencies. In technology companies, engineering talent needs the balance of a business and operations team. Crystal Pepsi; MySpace 2003-2007). It's also important to cultivate a balanced team from the start.

Company 21

Company Short-term Engineering PR 21

Harvard Business Review

JANUARY 18, 2012

This meant abandoning IBM's existing organization, in which product silos and geographic entities operated independently and frequently were more competitive than collaborative. In 2003 he launched an online, interactive "values jam" involving all employees for 72 hours to determine what IBM's values should be. When the U.S.

Globalization 18

Globalization Golden Parachute Short-term Long-term 18

Harvard Business Review

FEBRUARY 17, 2012

Rather than concentrating on the on the top 50 leaders, global companies need to develop hundreds, even thousands, of leaders comfortable operating in a variety of cultures. With flatter organizations and decentralization of power, corporations must develop savvy global leaders capable of operating locally and globally simultaneously.

Globalization 19

Globalization Leadership Development Development Emotional Intelligence 19

Harvard Business Review

SEPTEMBER 16, 2011

In 2003, Jim Poss was walking down a Boston street when he noticed a trash vehicle in action. miles per gallon and are among the most expensive vehicles to operate. Note how Poss used the prediction approach as he analyzed available operational and financial data on trash truck fuel consumption. They average only 2.8

Entrepreneur 17

Entrepreneur Self-aware Efficiency Cost 17

Harvard Business Review

JUNE 8, 2012

It is March 20, 2003, a few miles off the coast of Iraq's Al Faw Peninsula. This is core to how the Royal Marines train and operate. In the dark of night, Corporal Mike Stevenson leads his section of seven heavily-armed Royal Marines across the deck of HMS Ark Royal toward the waiting Sea King helicopter.

Arkes 16

Arkes Management Offshoring Uncertainty 16

Harvard Business Review

MAY 19, 2011

ValuesJam in 2003 gave IBM's workforce the opportunity to redefine the firm's core values for the first time in nearly 100 years. Suggestions ranged from streamlining operational processes, saving thousands of hours annually, to simplifying financial and sales processes across business units.

Process 16

Process Press Release Automotive Globalization 16

N2Growth Blog

MARCH 19, 2014

to discuss what operational screenings and organizational development exams you need and when you need them. Your operations deserve a longer, healthier life. Vital signs: awareness and treatment of uncontrolled hypertension among adults—United States, 2003–2010). Treatments when your operations are sick.

Health Care 353

Health Care Organizational Behavior Operations Diversity 353

Harvard Business Review

DECEMBER 7, 2010

Since it's beginning in 2003, Davide Oldani's Ristorante D'O has managed to stay profitable in a sustained fashion. Unlike Ferran Adria's El Bulli in Catalonia, D'O doesn't operate at a loss. Operating such restaurants is expensive. In Italy, as in the rest of Europe, the up-market restaurant business is a tough one.

Quality 15

Quality Working Capital Price Open-book 15

Harvard Business Review

MARCH 1, 2012

It's been obvious since 2003, when LinkedIn was launched, that social networking could help job candidates and employers interact. An especially instructive example involves Greg Meyer, who has helped run customer-service operations for nearly a dozen companies. People may go online to banter. No matter; before long, they talk shop.

Media 20

Media Meyer Software Follow-up 20

Harvard Business Review

MAY 16, 2011

Companies that operate as a collection of silos commit the cardinal sin of underperforming relative to the resources they have invested. At the oil giant BP a few years back, efforts to promote collaboration across the many operating business were so successful that employees over-collaborated. Under-collaboration.

CIO 16

CIO Consensus Bottom-up Organizational Behavior 16

Harvard Business Review

AUGUST 13, 2012

The history of social venturing is filled with examples of organizations that were very successful in operating on a small scale, but that held back trying to scale for as long as decades because they did not feel they had the evidence, resources, and capabilities to support scaling.

Library 16

Library Entrepreneur Operations Health Care 16

Harvard Business Review

JULY 28, 2011

In 2002 and 2003, partnering with Catalyst , we took a hard look at ourselves. Our employee engagement has been operating at world-class levels for years. Here are some of the things that we did to improve diversity and inclusion in our workforce. Perhaps these steps can be helpful to your company, too. ?1. Confront the brutal facts.

Diversity 15

Diversity Human Resources How To Mentor 15

Harvard Business Review

JUNE 8, 2012

It is March 20, 2003, a few miles off the coast of Iraq's Al Faw Peninsula. This is core to how the Royal Marines train and operate. In the dark of night, Corporal Mike Stevenson leads his section of seven heavily-armed Royal Marines across the deck of HMS Ark Royal toward the waiting Sea King helicopter.

Arkes 15

Arkes Management Offshoring Uncertainty 15