N2Growth Blog
DECEMBER 6, 2022
This resource-intensive and time-consuming process put additional pressure on FinTech executives while leading highly diverse and remote teams. The diversity across markets results in a mixture of backgrounds of different belief systems, habits, and perceptions that govern the behavior of local team members.
Terry Starbucker
OCTOBER 9, 2011
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? They are often also referred to as Generation “Y,” and you likely have one or more on your team. This is in sharp contrast to those of a generation ago- teacher, banking/finance and medicine.
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N2Growth Blog
OCTOBER 26, 2010
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!
N2Growth Blog
JULY 20, 2010
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. They need to know where they want to take their people (that comes from having knowledge, goals, and/or beliefs therefore is developed).
Strategy Driven
OCTOBER 29, 2010
The Relational Leader : A Revolutionary Framework to Engage Your Team (Course Technology PTR, Cengage Learning 2010) by Frank McIntosh The Relational Leader presents a framework to use as a compass point so that you can project a consistent message and methodology to your people. New hires must reflect the company’s core beliefs.
N2Growth Blog
AUGUST 5, 2010
" 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!
Harvard Business Review
JULY 7, 2015
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.
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