Great Leadership By Dan

SEPTEMBER 6, 2012

Now, only a few months until the election, the question is what has changed if anything?

CEO 227

CEO Politics Consensus System 227

Leading Blog

AUGUST 21, 2012

Fred Smith, the Founder and CEO of FedEx, once described to us his understanding of The Main Thing—which he refers to as the "theory of the business." Every successful business has, at its heart, a theory of the business—an underlying set of supporting objectives and a corporate philosophy that gives people a foundation on which to operate.

Organization 284

Organization Mission Statement How To COO 284

Great Leadership By Dan

JANUARY 5, 2017

I also believe that when simplification is an operating principle, it can guide leaders both in big, risky decisions and in daily priorities. Characteristic #1: Courage When Dave Lewis became CEO at European grocery store giant Tesco in 2014, the company was struggling. Do you as a leader have this mindset? If not, why?

Short-term 260

Short-term Efficiency Brand System 260

Leading Blog

JANUARY 14, 2019

I N AN IBM global survey of CEOs, the overwhelming consensus was that more than rigor, management discipline, integrity or even vision, successfully navigating an increasing complex world will require creativity. In a world where we must adapt or die, we need creative solutions. Focus and distance.

Creativity 272

Creativity Benchmarking Learning-by-Doing Construction 272

Leading Blog

JUNE 27, 2018

The ability to meet challenges with a willingness to depart from standard operating procedures; to confront anxiety, tolerate criticism, take intelligent risks, and refute conventional wisdom—especially one’s own views—in order to achieve breakthroughs” is what Jonah Sachs calls unsafe thinking. W E ALL GET STUCK IN RUTS. Thinking ruts.

How To 166

How To Creativity Motivation Learning-by-Doing 166

Marshall Goldsmith

APRIL 28, 2014

The CEO naively believed that his employees would always rise to the occasion and see the value of their learning through mistakes they made. This helps direct reports understand the agendas of the peer team members and allows them to develop their skills in building collaboration and reaching consensus.

Delegation 137

Delegation Report Consensus Learning-by-Doing 137

Harvard Business Review

OCTOBER 3, 2014

Consensus is a powerful tool. When CEOs set out to conquer new markets or undertake billion-dollar acquisitions, we’d hope they’d at least sought out some consensus from their trusted advisors. The problem with consensus is that it’s expensive. The problem with consensus is that it’s expensive. has legs.

Consensus 13

Consensus Innovation Company Ries 13

leaderCommunicator

JUNE 3, 2014

Flip charts and sticky notes flow, ideas get jotted down, and ultimately you arrive at a consensus -- the path forward. operations out of Denver. We’ve all been to the classic planning meeting, at a conference or in an executive’s office, to think through a compelling issue or crisis at an organization.

Brainstorming 126

Brainstorming Conference Consensus eBook 126

Marshall Goldsmith

OCTOBER 27, 2014

The CEO naively believed that his employees would always rise to the occasion and see the value of their learning through mistakes they made. This helps direct reports understand the agendas of the peer team members and allows them to develop their skills in building collaboration and reaching consensus.

Delegation 152

Delegation Morale Report Learning-by-Doing 152

N2Growth Blog

DECEMBER 22, 2010

If you crush the individual character and spirit of those who form your team, how can your team operate at its best? Never be swayed by consensus that calls you to compromise your values, rather be guided by doing the right thing. The strongest teams don’t weed out or neutralize individual tendencies, they capitalize on them.

Blog 412

Blog Gordon Follow-up Open-book 412

Strategy Driven

FEBRUARY 12, 2016

But culture can’t be static, and CEOs and other executives can’t be static either. The alignment culture is a company’s “must do” culture, and encompasses cooperation, consensus, and working together toward overarching goals. John Mattone is an authority on leadership, talent, and culture.

Succession 50

Succession Teamwork Restructuring Commitment 50

Harvard Business Review

MAY 3, 2011

But in the business world, their precise equivalents are standard operating procedure. CEOs routinely go to the microphones to apologize or make excuses for missing the analysts' consensus earnings estimates — even if their real results are substantially up.

CEO 15

CEO Consensus Conference Rogers 15

Harvard Business Review

JANUARY 23, 2012

Heins, the new CEO of Research in Motion (RIM), has been plucked from the company's relatively obscure COO position to fill the giant shoes of two longtime co-CEOs as they depart at the behest of angry investors. Industry upheaval often calls for tough choices, and consensus will not be possible.

Strategy 15

Strategy CEO Strategic Planning Consensus 15

Michael Lee Stallard

JUNE 23, 2010

Navy One example of a leader who intentionally developed a Connection Culture using all three bridges is Admiral Vern Clark, the Chief of Naval Operations (CNO) from 2000 until his retirement in 2005. This made it safe for people to disagree and express views that were outside of the consensus view. Connecting the U.S.

Long-term 207

Long-term Consensus Class Follow-up 207

Harvard Business Review

SEPTEMBER 10, 2012

Incremental innovations can be managed at the operating levels where the people know the customers/consumers best and decisions can be made in a more consensus-driven way with input and agreement between all stakeholder functions. Because consensus and familiar metrics are death to breakthrough.

Process 15

Process Innovation Stage-Gate Net Present Value 15

Harvard Business Review

OCTOBER 10, 2012

For years — even decades — in response to intensifying global competition, companies decided to outsource their manufacturing operations in order to reduce costs. The Outsiders: Eight Unconventional CEOs and Their Radically Rational Blueprint for Success. Producing Prosperity: Why America Needs a Manufacturing Renaissance.

Books 15

Books Consensus Outsourcing Long-term 15

Harvard Business Review

OCTOBER 25, 2018

Consider the story of the consultant brought in by the CEO to help solve a specific problem: the company is too centralized in its decision making. Two years pass, the company is still struggling, and a new CEO brings in a new consultant. Two years pass, the company is still struggling, and a new CEO brings in a new consultant.

Skills 12

Skills Decentralization Agility Resistance 12

Harvard Business Review

APRIL 9, 2014

There is a general consensus among economic analysts and commentators that the changes are merely cosmetic — they certainly do not affect the daily lives of most average Nigerians, and their timing might be politically motivated given the upcoming 2015 elections which are expected to be highly contested. Global business'

GDP 8

GDP Human Capital Film Consensus 8

Harvard Business Review

JUNE 21, 2012

As the up-and-coming vice president and CEO candidate for a Fortune 500 technology corporation sat before the CEO for his annual review, he was baffled to discover that the feedback from his peers, customers, direct reports, and particularly from board members placed unusual emphasis on one potentially devastating problem: his listening deficit.

360-Degree Feedback 18

360-Degree Feedback Welch Active Listening CEO 18

Harvard Business Review

MAY 2, 2017

But collaboration is not consensus. Former Ogilvy CEO Charlotte Beers was famous for saying, “Collaboration is highly overrated when you don’t have the right thing to do.” Too often, people will try to collaborate on everything, and wind up in endless meetings, debating ideas and struggling to find consensus.

Chief Operating Officer 11

Chief Operating Officer Consensus How To Project 11

Harvard Business Review

JUNE 28, 2011

As a CEO visiting one of our classes put it, "If you have time, you can be infinitely collaborative, but if you have to fix things in a significant way and you're in a hurry, you've got to be more directive.". Two levers available to any manager stand out in our research on top-performing CEOs: 1. Take Indian IT giant Wipro.

Venture Capitalist 14

Venture Capitalist Politics CEO Leadership 14

Harvard Business Review

NOVEMBER 1, 2011

In a global economy characterized by unprecedented competitiveness and constant change, nearly every CEO hungers for ways to drive more innovation. Unfortunately, most CEOs don't think of themselves as creative, and they share with the rest of us a deeply ingrained belief that creativity is mostly inborn and magical.

Company 20

Company Meyer Energy Creativity 20

Harvard Business Review

AUGUST 25, 2011

Jobs announced yesterday that he would step down as CEO, effecting a smooth transition to known successor Tim Cook. Jobs is surely not just any retiring CEO. Like many entrepreneurial founders, he did it by force of personality and personal vision, without much concern for consensus or committees. History shows it isn't easy.

Licensing 10

Licensing Entrepreneur Consensus CEO 10

Harvard Business Review

DECEMBER 10, 2015

Many of us are familiar with the hazards of Groupthink - when teams or organizations operate on autopilot and feel a general false sense of invulnerability. In some rare cases, individuals are able to push back against team consensus and help organizations recognize and proactively respond to changes in the competitive landscape.

Groupthink 8

Groupthink Team Consensus Christensen 8

Harvard Business Review

SEPTEMBER 8, 2015

The decisions facing business families can be gut wrenching – and the implications of these decisions can be huge both for the future of the family and also of the business: “Who should the next CEO be – my daughter or my son?” ” “Should we buy our cousin out of the business?” Messy Rooms.

CEO 8

CEO Consensus Execution System 8

Harvard Business Review

JANUARY 4, 2018

The ABU was set up as a centralized profit center with ambitious targets and with direct reporting to the chief operations officer; most often, similar units are organized as cost centers with no specific targets. The value generated by risk- and operational cost-abating analytics initiatives is measured by their impact on the bottom line.

Company 8

Company Chief Operating Officer Incentives Project 8

Harvard Business Review

OCTOBER 10, 2012

For years — even decades — in response to intensifying global competition, companies decided to outsource their manufacturing operations in order to reduce costs. The Outsiders: Eight Unconventional CEOs and Their Radically Rational Blueprint for Success. Producing Prosperity: Why America Needs a Manufacturing Renaissance.

Books 8

Books Consensus Outsourcing Long-term 8

Harvard Business Review

SEPTEMBER 9, 2015

Working across organizational boundaries was a new way of thinking 25 years ago —one that was largely championed by Jack Welch, then CEO of GE. The main goal was that these cross-functional teams had to reach consensus on a solution in two days—and devise a plan for executing it. This was delaying product production.

Welch 8

Welch Supply Chain Consensus Engineering 8

Harvard Business Review

FEBRUARY 25, 2014

That was the general consensus after one of my favorite HBS classes: an entrepreneurship case on a company called Tickle. The most important way to mitigate risk is to become excellent at either engineering, product, selling, or operations and management. “I’m so glad we read that case — I’m NEVER going to start a company.”.

Career 8

Career Company IPO Christensen 8

Harvard Business Review

AUGUST 10, 2012

What if you upgraded your IT network to a new operating system that promised faster, better and leaner results — only to find that the vast majority of your leaders did not have the necessary competencies to use that new system? Our research shows that escalating issues to the CEO often backfires and can doom matrix projects.

Management 14

Management Self-aware Emotional Intelligence Influence 14

Harvard Business Review

NOVEMBER 5, 2014

Despite our best efforts, most organizations operate disjointedly. It may be possible to create alignment among the leadership team, but that consensus will break down once the individual members return to their working groups. These are all synchronized systems. That’s what appears to have happened at Blockbuster.

Organization 8

Organization Airlines Prahalad Hamel 8

Harvard Business Review

NOVEMBER 5, 2014

Despite our best efforts, most organizations operate disjointedly. It may be possible to create alignment among the leadership team, but that consensus will break down once the individual members return to their working groups. These are all synchronized systems. That’s what appears to have happened at Blockbuster.

Organization 8

Organization Airlines Prahalad Hamel 8

Harvard Business Review

MAY 16, 2011

Companies that operate as a collection of silos commit the cardinal sin of underperforming relative to the resources they have invested. It sets in when people collaborate on the wrong things or when collaboration efforts get bogged down in endless discussions and consensus decision-making in which no one is clearly accountable.

CIO 15

CIO Consensus Bottom-up Organizational Behavior 15

Harvard Business Review

MARCH 14, 2012

operations compete more effectively. The great majority of business leaders understand that what is necessary is investments in the business environment and efforts to reach consensus on issues such as health care costs, balancing the budget, and tort reform. operations compete more effectively.

Short-term 12

Short-term Survey Consensus Health Care 12

Harvard Business Review

JANUARY 19, 2015

For example, the power company Tenaga Nasional could send a leader with strong operating capabilities to work for several years at Malaysia Airlines, acquiring skills in turning around a troubled business. Peter Voser, the CEO of Royal Dutch Shell from July 2009, retired in May 2013. I wanted that experience.

CFO 8

CFO Leadership Development Telecommunications Cost 8

Harvard Business Review

JANUARY 25, 2012

But he could not shake his newfound awareness of the amount of money Egan was losing with Westmid — the account's ratio of operating income to sales was a negative 28%. And they were shocking: Just 1% of Egan's SKUs accounted for 100% of its operating profits. Steve kept glancing at Tommy during the tour. Jane prompted.

Case Study 14

Case Study P&L Cost Due Diligence 14

Harvard Business Review

AUGUST 20, 2018

Katzenberg recently hired Meg Whitman, the ex-CEO of HP and eBay, as CEO of NewTV. Lean was designed to inform the founder’s vision to operate at speed, not as a focus group for consensus for those without deep convictions. The plan is to create 10-minute programs; think YouTube meets Netflix.

IPO 8

IPO First-mover Advantage Business Model Agility 8