2010 Leadership Management Parcell 
N2Growth Blog
NOVEMBER 19, 2010
FACT : Leaders who lack emotional control won’t remain in a position of leadership for long. FACT : Leaders who lack emotional control won’t remain in a position of leadership for long. There has been no shortage of information published on the topic of Emotional IQ or what’s referred to as EQ in recent years.
N2Growth Blog
APRIL 9, 2010
You bring up Apple, a shining example (no pun intended) of design being part and parcel of brand. Let me make my position very clear…design absolutely matters. With Apple design and user experience as so inextricably linked they are one and the same.
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CO2
SEPTEMBER 13, 2010
Gary Cohen grew the company from two people to 2,200 employees Currently, he is Managing Partner of CO2 Partners, LCC, operating as an executive coach and consultant. His book Just Ask Leadership - Why Great Managers Always Ask The Right Questions (McGraw Hill 2009).
Women on Business
JANUARY 3, 2011
By Susan Gunelius Guest post by Abby Marks Beale (learn more about Abby at the end of this post) As a solo entrepreneur, I have learned to spend my time on those things I major in (activities I am good at and like to do) while parceling out the things I minor in (tasks I am not good at or don’t enjoy) to those who have the expertise (and interest!).
Women on Business
DECEMBER 13, 2010
Yet, the question as I talked with women in the Purdue leadership program is still the age old one of how to balance it all; career, family, community, and time for oneself. Related posts: Women Leadership and Mad Men Some revolutions are bloody, and some are flash-in-the-pan moments. But is there a video? I can’t see one.
The Practical Leader
JANUARY 23, 2012
Good Company is an inspiring and uplifting read for those of us working to bring about a values-based leadership revolution. I can hear these old world managers (the anti-leaders) now: “that’s not the reality of how the business world works. Good guys finish last.” About 25 companies were rated “high.”
Harvard Business Review
OCTOBER 15, 2014
It initially lost about half of its revenues by divesting its copper and zinc smelting business, but by 2010 it had quadrupled its revenues to €2 billion through a combination of acquisitions and organic growth. During the past two decades it has transformed into a provider of electrical, hydraulic, and mechanical power management solutions.
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