Career CFO Insurance Management 
CO2
SEPTEMBER 6, 2018
The perceived need to learn something new is inversely proportional to the rank of a manager. Be sure to take into account if the employee has had to switch roles multiple times, though, or make huge changes in order to accommodate different managers’ expectations. That’s really short-sighted. Development Plan.
CO2
SEPTEMBER 6, 2018
Seeing these connections and implications may remind you of the need to be an active learner as a leader (not a finished product). “The perceived need to learn something new is inversely proportional to the rank of a manager. These situations can stifle typical developmental-progress trajectories. That’s really short-sighted.
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Marshall Goldsmith
FEBRUARY 8, 2018
Thinkers50 – World’s Most Influential Management Thinkers. Called ‘The Academy Awards of Leadership’ by the Economist, Thinkers50 is the world’s most reliable resource for identifying, ranking and sharing the leading management ideas of our age. World authority on project management. Co-author: Predictable Magic.
Women on Business
DECEMBER 3, 2012
Guest Post By: Rania Stewart, senior product manager with Peoplefluent.com. Ask any career-oriented woman about her top work-related concerns, and she will likely rank having access to high-quality jobs at desirable companies and having equitable opportunities to advance within those organizations at the top of the list.
Harvard Business Review
APRIL 24, 2015
It’s understandable that most CEOs try to manage their boards. At most companies, despite all the best intentions, managing the board usually means keeping directors at arm’s length. But as I learned over the course of my career, there’s a better approach with boards. I got rid of that barrier.
Harvard Business Review
SEPTEMBER 27, 2013
Andy O’Connell Career Ladder to Nowhere? First there''s the phenomenon of "frenetic networking-by-vague-association" in which you pretend to know people you want to be associated with, a system that creates an online "Escher staircase masquerading as a career ladder." That would only tip off the mendacious.
Harvard Business Review
JULY 21, 2016
And we have figured out why: analytics forces changes on the C-suite that the CEO has to anticipate and manage, but many don’t. Insurance, a very analytics-intensive industry, saw nearly half of CAOs changing roles over an 18-month period.). These forces must be understood and managed for the entire initiative to succeed.
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