Terry Starbucker

DECEMBER 7, 2011

Back in 2005, when I was SVP of Operations for a cable television company (Bresnan Communications), I started hearing whispers… They were telling me things about the business that needed our attention. Things that weren’t working. And things that were working beautifully. Because they generated more revenue, and LESS cost.

Process 272

Process Webinar Loyalty Media 272

Harvard Business Review

MAY 26, 2014

The CEO thought he needed to step out of the chief sales role to focus on operations and finances. By 2005, the Chief Lightning Catcher found a company that wanted to acquire the firm and provide badly needed investment capital. But in December 2005, the offer fell through. It’s a different story.

Leadership 8

Leadership Leadership Pipeline Loyalty CEO 8

Harvard Business Review

OCTOBER 21, 2016

This can disrupt a firm’s ability to operate on schedule and budget. Of the respondents, 72% said that climate change presents risks that could significantly impact their operations, revenue, or expenditures. In 2005, they launched a U.S. ” Improving risk management.

Supply Chain 8

Supply Chain Price Loyalty Efficiency 8

CO2

JUNE 29, 2010

Although most people do not have the personal magnetism of an Oussama Bin-Laden or a Martin Luther King, there is a subset of people who can engender a strong sense of loyalty in others. Trust is a common factor in the cost-benefits analysis, compliance with authority, or loyalty to leaders hypotheses.

Executive Coaching 129

Executive Coaching Execution Blog Self-aware 129

Terry Starbucker

OCTOBER 10, 2010

The 90% Theory And Why That Can Be Enough by Starbucker on October 10, 2010 Jack Welch at the World Business Forum, October 5 2010 (Photo by dov.com) Charisma – “ a personal magic of leadership arousing special popular loyalty ” (Webster Dictionary) You notice them the minute they enter a room. That aura, that confidence, that vibe.

Charisma 309

Charisma Welch Stage-Gate Self-aware 309

Terry Starbucker

FEBRUARY 14, 2010

A brilliant (but oh so eccentric) entrepreneur who had already amassed a large fortune was looking for more, and tapped me to oversee the operations of his latest acquisition. Lencioni correctly identifies the biggest barriers to really getting Touchy-Feely: fear and insecurity. Autocrats can’t be wrong.

Budgeting 256

Budgeting CPA Maturity Open-book 256

Harvard Business Review

MARCH 28, 2016

This was the era of the company man, where employees exchanged long-term loyalty for a livable wage and a pension plan. Our experience has shown that because employees work directly with the owners, there is often a pronounced loyalty effect, which augments the important sense of mission.

Long-term 8

Long-term Short-term Reputation Incentives 8