Strategy Driven

OCTOBER 21, 2016

Not that Nissan’s management had not been trying to make the right decisions to staunch the losses. It had earlier set an ambitious target of taking a quarter of Japan’s auto market, but to achieve that, the chief executive had said that the old way of making and selling cars would no longer suffice. But so far he had not.

Chief Operating Officer 50

Chief Operating Officer Short-term Strategic Fit Restructuring 50

Skip Prichard

FEBRUARY 19, 2020

There is one universal principle that determines the degree of success of all businesses: Be the preferred provider to your markets. So, how does a business build competitive advantage by becoming the preferred provider to the markets it serves? These leaders never micro-manage. The title of your book is Be Different!

Silverman 108

Silverman Career Succession Ethics 108

Strategy Driven

APRIL 24, 2013

StrategyDriven Enterprises, LLC and NTE Solutions partner to provide energy industry executives and managers with asset lifecycle management and regulatory compliance advisory services. Risk management and compliance. Project development and management. Asset management and operational programs improvement.

Energy 58

Energy Chief Executive Officer Chief Operating Officer Compliance 58

Strategy Driven

NOVEMBER 24, 2010

Bob Smith (not his real name), source of the quote and Chief Operating Officer at Otis Elevator, knows that elevators tend to remain well under the radar screen until they break. Researchers at the IT Leadership Academy are doing just that in Global 2000 enterprises.

Magazine 51

Magazine Chief Operating Officer Newsletter Objective 51

Roundtable Talk

NOVEMBER 12, 2010

Jay Woo , CAA South Central Ontario’s Chief Operating Officer offered up this piece of advice: “Stay connected to your front line.” Senior management reviews the ideas and responds to questions raised. A piece of simple advice, but it’s amazing how few senior leaders walk that talk. Happy leading!

COO 28

COO Chief Operating Officer Blog Godin 28

Harvard Business Review

MAY 5, 2014

Develop strategic leadership skills. This reappraisal prompted him to begin placing more trust in his legal staff’s decision-making capabilities, to meet more often with key partners inside and outside the firm, and to embrace leadership roles that would position him more as a visionary leader than a worker bee.

Stress 14

Stress Chief Operating Officer CEO Micromanagement 14

Harvard Business Review

DECEMBER 27, 2017

Among the 75% of employees with disabilities who say they have market-worthy ideas, 48% say their ideas went ignored by people with the power to act on them, 57% feel stalled in their careers, and 47% feel they would never achieve a position of power at their company, no matter how high-performing or qualified they are.

Compliance 8

Compliance Chief Operating Officer Innovation Survey 8

Harvard Business Review

AUGUST 7, 2018

Last year I decided it was time to shake things up at our investment management company. The most common transgression is procrastination, in failing to charge the next generation of managers with more responsibility. I had taken one step toward this two years ago, when I named one partner president and another chief operating officer.

CEO 9

CEO Organization Chief Operating Officer COO 9

Harvard Business Review

MAY 23, 2018

I saw this play out when debriefing with the Chief Operating Officer of a $20 billion global company. I watched this happen in a leadership team meeting as the heads of marketing and sales tried to resolve a common stalemate.

Emotional Intelligence 15

Emotional Intelligence Self-aware Chief Operating Officer Goleman 15

Harvard Business Review

JUNE 4, 2012

The best managers find creative, diplomatic ways to make contentious decisions without engendering resentment. Take, for example, the chief executive of a Midwest industrial company I worked with. The problem was that it was the pet project of his chief operating officer, and everyone knew it.

COO 9

COO Chief Operating Officer CEO Bottom-up 9

Harvard Business Review

SEPTEMBER 3, 2013

Hiring, managing performance, and firing. At the start of my leadership development programs, I ask people for examples of "negotiating with yourself." To help people develop in their leadership and in their lives, I honed in on a small set of those hundreds of faces. The Chief Financial Officer: your inner Thinker.

Chief Financial Officer 8

Chief Financial Officer Chief Operating Officer Chief Executive Officer Learning-by-Doing 8

Harvard Business Review

DECEMBER 20, 2016

I’ve found that managers who fully embrace a superconsumer strategy learn more from their consumers through increased empathy. These managers are more persuasive at getting buy-in from the leaders in their organization, make better strategic decisions, and achieve more stable, more predictable, and longer-term growth.

Airlines 8

Airlines Energy Self-aware Learning Curve 8

Harvard Business Review

SEPTEMBER 13, 2011

Bill George is best-known as the former CEO of Medtronic, where the company's market cap grew from $1.1 The new book is about how to create a great personal board of directors or tribe, along with all the norms, practices, and feedback mechanisms to support your leadership (and life). billion to $60 billion during his tenure.

Open-book 9

Open-book Chemicals Chief Operating Officer Goleman 9

Harvard Business Review

APRIL 11, 2013

My grandfather ran the exports, while my great-uncle managed the palm plantation. My father acted swiftly to replace the full leadership team, enraging my cousins and their father. Fred, Roy, and Bill never rose as high in the company as Ricky, who is now the chief operating officer. I laughed at that one.

Case Study 8

Case Study CEO Chief Operating Officer Real Estate 8

Coaching Tip

APRIL 23, 2013

A growing body of evidence shows that the ability to be smarter with ones feelings is tied to improved leadership, effectiveness, relationships, decision-making health and well-being; all of which help higher emotional intelligence (EQ) leaders create greater economic and societal value. “EQ John Agno: Can''t Get Enough Leadership.

Freedman 113

Freedman Emotional Intelligence Self-aware Chief Operating Officer 113