N2Growth Blog

AUGUST 22, 2010

The harsh reality is that great numbers of leaders continue to operate in a vacuum by sequestering themselves away in the corner office and attempting to lead from afar. So the real question is this…how does a CEO get to the point of being so disconnected from operations that he or she just doesn’t have a clue?

Blog 417

Blog Gordon CEO Consultative 417

Harvard Business Review

MAY 3, 2017

” Yet business leaders who took the CHRO role, including Quinn, report it is the most impactful role in their career, and many would not accept an organizational leadership position that didn’t come with the CHRO role. Of course, they haven’t had a chance to think it through, but that’s the first reaction.”

Quinn 12

Quinn Execution CFO Forrester 12

Harvard Business Review

JUNE 5, 2018

As soon as you step into a top position at a company that needs to significantly improve the way it operates, there’s pressure to get off to a quick start. As a consequence, quick wins may soon be undone, or they may beget new leadership problems. HBR Staff/Clare Jackson/EyeEm/Getty Images.

Supply Chain 11

Supply Chain CEO Kahneman Self-aware 11

Harvard Business Review

JANUARY 15, 2016

A self-aware and seasoned leader, he recognized that he needed to rethink his support system, as he was really feeling the pressures of continued bottom-line performance in the context of slowing revenue growth. The second leader is Jennifer, a leader in operations with a team that had recently doubled in size after an acquisition.

Safe Harbor 8

Safe Harbor Goal Class Self-aware 8

Harvard Business Review

APRIL 15, 2015

The tragedy is that these stages are largely avoidable, but the owners of family businesses have to be aware of them — and of the ways to extricate themselves when they get caught up in a spiral. And that’s the really hard part because each family member has many chances to keep the family and the business from self-destructing.

CFO 8

CFO Positioning COO Rogers 8