Remove Belief Systems Remove Development Remove Finance Remove Team
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Diversification Putting Pressure on FinTech Executives

N2Growth Blog

The fast-paced expansion of FinTech companies into long-distance geographies has increased the Penrose effect , thus escalating the managerial constraints affecting organizational growth and development. For that reason, having regular team catchups that cover “check-ins’ that are both personal and professional can be highly efficient.

Execution 382
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Front Line Leadership: The Keys To Managing Millenials, Part 1

Terry Starbucker

He also has previous leadership experience at other prominent companies. His primary focuses have been talent selection, employee engagement, and leadership development. Have you ever been at a loss to identify the motivations of a team member or peer, or felt like they were from a different planet?

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Leaders: Born or Made? | N2Growth Blog

N2Growth Blog

They were your class presidents, team captains, club leaders, and the people who held virtually all the available leadership positions you can imagine early in life. If those three qualities are present, everything else can be developed. They were those unflappable individuals that seemed to just have that “it&# factor.

Blog 413
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Efficient vs. Effective | N2Growth Blog

N2Growth Blog

The mechanistic world of the industrial age continues to have a grip on our belief system. They become efficient and we created an effective team. Thanks for sharing Tom. susanmazza Excellent and important distinction Mike. Yet the things that make the most difference rarely fall into that category!

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Leadership & Political Correctness | N2Growth Blog

N2Growth Blog

" I love how you balance your desire for intense, provoking debate with the fact leaders need to be humble, transparent, and honest with their teams. We need to look to leadership examples of truly radical, innovative, in-your-face teams like that at Nucor Steel. A terrific and insightful commentary!

Politics 375
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The Right Way to Plan an Innovation Tour

Harvard Business Review

Yet the most important drivers of entrepreneurship are often the more subtle “software”: the networks of trust going back to high school or military service, the belief systems or values at the root of people’s resilience in the face of setbacks, or the social norms which encourage thinking out of the box.