Next Level Blog
DECEMBER 1, 2020
First released in 2006, The Next Level is now in its third edition and has sold around 50,000 copies. I remember one Fidelity Investments program manager back in 2006 or 2007 who had multiple opportunities to watch me deliver one of my early workshops on leading at the next level.
N2Growth Blog
AUGUST 22, 2010
I think you’ll find that your view of the world will change dramatically when you rely upon your own observations, as opposed to what you read in a management report, or what you hear third or fourth hand in a meeting. The arrogant CEO doesn’t value the input of line and staff management.
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N2Growth Blog
JUNE 29, 2010
Creating a framework for decisioning, using a published delegation of authority statement, encouraging sound business practices in collaboration, team building, leadership development, and talent management will all help even out the uneven.
Women on Business
JANUARY 17, 2011
found that the number of women in top executives positions in Canada has fallen over the past year from 37 women in the highest-paying executive jobs in 2006 to just 31 in 2007. CEO, CMO, COO, CIO, CFO, etc.), CEO, CMO, COO, CIO, CFO, etc.), of upper management positions were held by women (up from 14.4%
Building Personal Strength
MAY 7, 2010
My next-door neighbor is a manager at Rackspace, so I continued reading. In 2000 he accepted a job as CFO at start-up Rackspace. His visionary and energetic leadership helped the company grow, and in 2006 he became CEO. It's a fast-growing company with revenues approaching $1 billion. Before long, I got my answer.
Harvard Business Review
MAY 8, 2014
In 2006 and 2007, the partners earned big bonuses. To use a different company example, one growing financial services firm’s new CFO learned this in 2004. The CFO couldn’t understand why. Top management must be very careful about how they downsize the organization. Crisis management Cutting costs Small/medium business'
Harvard Business Review
MAY 27, 2014
They do, however, have to be managed intelligently. The abridged version is that Palmisano and then-CFO Mark Loughridge came up with what they called the “investor model” or the “road map” — a strategic plan complete with multi-year goals for investment, revenue growth, and earnings growth that they asked investors to judge them by.
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