Terry Starbucker

FEBRUARY 8, 2010

Tweet This Post Tagged as: Leadership , leadership lessons { 12 comments… read them below or add one } Ben February 9, 2010 at 2:24 am Nice point Terry We should not be afraid to ask the why question when trying to achieve success. “Why&# relates to strategy while “how&# or “what&# tend to focus on tactics.

Succession 284

Succession Simon Metrics Tactics 284

Harvard Business Review

AUGUST 29, 2016

Then, in 2005, a dissident journalist named Shi Tao used his Yahoo email account to send a document to Western reporters that described Chinese government restrictions on media coverage of the anniversary of the Tiananmen Square protests. Like many other Western companies, Yahoo began building major operations in China.

Document 10

Document Short-term Commitment Audience 10

HR Digest

FEBRUARY 27, 2021

Wells saw lynching as a violent form of subjugation — “an excuse to get rid of Negroes who were acquiring wealth and property and thus keep the race terrorized and ‘the n *r down,'” Wells also organized economic boycotts long before the tactic was popularized by other civil rights activists, who are often credited with its success.

Open-book 52

Open-book Career Learning-by-Doing Licensing 52

Terry Starbucker

NOVEMBER 15, 2009

The lessons do hold up surprisingly well, but then the core of the book is about creating something of value and being true to yourself and your audience, rather than obsessing about specific technologies and tactics. We had a meal together in Melbourne too, which was great. Cosell note his passing.

Succession 236

Succession Media Mentor Blog 236

Strategy Driven

JANUARY 24, 2011

At J&J it may go back to 2005 when employees reported a lack of alignment between manager behavior and company values and policies. Poor execution doesn’t happen overnight. It can often be traced back to a pattern of behavior that gradually erodes a company’s ability to deliver consistent high-quality results.

Execution 67

Execution Company 360-Degree Feedback Cooper 67

Harvard Business Review

SEPTEMBER 6, 2012

I reread Tribal Leadership , which makes a compelling case that the vast majority of leaders operate at sub-optimal levels of personal development, and that the higher the level they reach, the more successful their organizations become. In short, I had time to truly reflect and think strategically rather than tactically.

Performance Review 8

Performance Review Follow-up Tactics Learning-by-Doing 8

Harvard Business Review

SEPTEMBER 14, 2012

The harsh wording was, in part, a negotiating tactic (and probably a tough-on-business election year initiative). I have argued for two years that both BP's accident report and the numerous government reports have failed to look at the broader questions of leadership , management , and accountability in the company.

Industry 15

Industry Operations Report Globalization 15