The Empowered Buisness

MAY 6, 2014

Willpower is one of the least understood concepts, especially in the world of leadership. To make tough decisions, manage never-ending changes and handle the demands of their roles, leaders rely heavily on willpower to make things happen. Living your company’s purpose and values takes daily leadership discipline and self-control.

Leadership 144

Leadership Short-term Motivation Long-term 144

N2Growth Blog

JANUARY 20, 2011

I have watched many a well intentioned executive get sucked into gossip in an attempt to help, only to pay a big price down the road for their error in judgment. Let me cut right to the chase – real leaders don’t participate in gossip, and likewise they don’t tolerate gossip from others.

Blog 419

Blog Reputation Participative Brand 419

Lead by Adventure

FEBRUARY 17, 2014

A couple of summers ago, I was working with a youth leadership camp and we had everything set: date, time, location, programming. How did management work with them to provide what they needed? And what do you get with that price? Prices vary just about as much as the number and types of elements at each facility.

Course 113

Course Team Team Building How To 113

Marshall Goldsmith

NOVEMBER 4, 2013

Internal partnerships include direct reports, co-workers and managers. Traditional “bonds” between employees and organizations have changed. Managers of knowledge workers – people who know more about what they are doing than their mangers must be good partners. Partnering with managers.

Short-term 107

Short-term Long-term Trends Telecommunications 107

Eric Jacobson

MAY 7, 2018

For instance, while buyers most want to talk about : What my company is trying to achieve with the purchase The reasons my company needs to make the purchase My company’s overall goals … sellers most want to talk about : Pricing How the product/service works (a product demo) So, if you sell, you need to read this book.

Ramaswamy 50

Ramaswamy Open-book Prahalad Bottom-up 50

Eric Jacobson

MAY 25, 2016

To achieve " connected leadership " you must: Map your world -- Analyze stakeholders as precisely as your customers, understand trends and discontinuitites, and quantify the value at stake from external relationships. Apply world-class management to traditionally "soft" societal topics.

Company 50

Company Competitive Advantage Open-book Long-term 50

Harvard Business Review

APRIL 13, 2016

Here’s how leaders can manage these tensions and set up their micromarkets for long-term success. Supply and demand dictates pricing, which is dynamic. Uber’s “surge pricing” is a simple example — and also an illuminating one. Manage risk. Don’t let algorithms replace leadership.

Management 8

Management Short-term Price Long-term 8

Frank Sonnenberg Online

MAY 7, 2024

While price is undoubtedly crucial, what about invisible costs that also come into play? Consider a scenario where a manager cuts costs by trimming the workforce. If cost is your only consideration, you’ll ultimately pay the price. Will the choice strengthen or weaken bonds of trust ? Core convictions. Reputation.

Cost 85

Cost Price Reputation Brainstorming 85

Strategy Driven

OCTOBER 8, 2012

I visit prospective customers almost daily, mostly insurance agents and property managers, and provide value. Jeffrey, My company helps small B2B businesses plan a video strategy and develop web series and webinars to tighten their bond with their customers. Do you have any advice for me? Best Regards, Jeffrey.

Video 50

Video Objective Loyalty B2B 50

You're Not the Boss of Me

FEBRUARY 9, 2010

Nonetheless it is perhaps something to strive for because the price of under-valuing the work of building trust in organizations is very high indeed. Reply Leave a Reply Cancel reply Quote of the Week The most dangerous leadership myth is that leaders are born-that there is a genetic factor to leadership. What do you think?

Blog 43

Blog Budgeting Competitive Advantage Crisis 43

Strategy Driven

OCTOBER 26, 2011

This non-traditional, gung-ho guide is not afraid to lay out the leadership methods that can effectively get a new business off the ground, and through the requisite fast-track growth phases that produce tangible success measured by your bottom line and your wallet. Do what you say you will, period. And that’s a shame.

Bottom-up 50

Bottom-up Sharpe Follow-up Retail 50

Harvard Business Review

OCTOBER 3, 2012

A Facebook picture of an old friend's kids on the same beaches where we grew up can be enough to spark that vague unease, the feeling that our bond is made of blood and history but no longer of shared habits, context or enterprise. Compared with most managers I teach, I have moved infrequently, and not that far.

Globalization 22

Globalization Diversity Learning-by-Doing Price 22

Harvard Business Review

OCTOBER 3, 2012

A Facebook picture of an old friend's kids on the same beaches where we grew up can be enough to spark that vague unease, the feeling that our bond is made of blood and history but no longer of shared habits, context or enterprise. Compared with most managers I teach, I have moved infrequently, and not that far.

Globalization 21

Globalization Diversity Learning-by-Doing Price 21

Harvard Business Review

SEPTEMBER 12, 2014

A half-century ago, CEOs typically managed companies for the benefit of all their stakeholders – not just shareholders, but also their employees, communities, and the nation as a whole. And CEOs began to view their primary role as driving up share prices. Economy Education Leadership'

Hostile Takeover 8

Hostile Takeover Education CEO Class 8

Harvard Business Review

NOVEMBER 8, 2013

In this massive piece, Nicholas Carlson analyzes Armstrong''s rise from his days as the owner of a strawberry business, uncovering a leadership trajectory that culminated in a proxy war with an activist investor and a final realization that his baby — local-news and listings provider Patch — needed to be trimmed, or else. Crisis management'

Armstrong 8

Armstrong Bond Entrepreneur Crisis Management 8

Harvard Business Review

NOVEMBER 13, 2013

We also know a lot about the way people make judgments under uncertainty, like predicting the movement of a stock price or the performance of their favorite football team. The nature of political leadership is about getting things done. Managing “Atmospherics” in Decision Making.

Influence 8

Influence Politics Price Objective 8

Harvard Business Review

DECEMBER 28, 2017

Zimbabwe’s new leadership faces a challenging task. A short-lived economic revival followed, helped by international assistance from European countries and multilateral institutions, and high prices for Zimbabwe’s commodity exports. Years of economic mismanagement.

Banking 8

Banking First-mover Advantage Politics Finance 8

Harvard Business Review

AUGUST 12, 2013

Everybody has been piling on to hedge fund manager Bill Ackman lately. Then there''s JC Penney, where Ackman''s push to remake the retailer under the leadership of former Apple Stores chief Ron Johnson has ended in red ink and recriminations. That''s what activist hedge fund managers like Ackman do. I''m not joining in.

Hedge 8

Hedge Short-term Long-term Finance 8

Harvard Business Review

AUGUST 5, 2014

This diversity reflects not only a deepening understanding of the connection between growth and customer satisfaction, but a much greater awareness of what marketing can do to help forge that bond. That helped account managers focus their pitch on the client’s business issues and build rapport. That bottom line sensibility is crucial.

P&L 10

P&L Banking Marketing Call Center 10

Harvard Business Review

JULY 20, 2011

It has also become a laboratory for reinventing some of the most intractable operating practices of "modern" management. As Lavoie describes in his Management 2.0 The creator fleshes out his or her proposal in an "Expect-Us," rather than a prospectus, assigns it a ticker symbol, and floats it at a starting price of $10.

Innovation 12

Innovation Webinar Proposal Hamel 12

Harvard Business Review

NOVEMBER 20, 2017

Leadership then specifies a plan that it believes will position the company to win in this predicted future. This mindset focuses leadership on making near-term decisions with the longer-term destination in mind, but it doesn’t presume that there is only one path from here to there. Take Dell Technologies, for example.

Execution 8

Execution Strategy Contingency Plans Company 8

Harvard Business Review

JUNE 3, 2016

SFO’s facility, the 3,146-seat War Memorial Opera House, was funded by a voter-approved municipal bond in 1927. Madhav was in the MSx program at the Stanford Graduate School of Business, a program for mid-career managers. He had been director of product management at Dell Computer before coming to Stanford.

Audience 8

Audience Brainstorming Project Class 8

Strategy Driven

SEPTEMBER 9, 2011

Yet for the small handful of companies that have managed to drive growth consistently – even through tough times – the payoff is great. In Discovery-Driven Growth , Rita McGrath and Ian MacMillan challenge what you thought you knew about managing growth. How do they do it? How can the doctor get that done?

Innovation 50

Innovation NPV Business Model Constraint 50

Harvard Business Review

APRIL 24, 2013

Well into the 1970s, American corporate managers had enjoyed an exalted status as respected professionals, at the pinnacle of power. This, along with the widespread depressed stock market prices, created a fertile environment for acquisitions. A form of low-grade debt known as "junk bonds" provided a new source of funds.

Banking 8

Banking Crisis CEO Politics 8