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Elevating Operations: The N2Growth Approach to COO Search

N2Growth Blog

At the heart of every successful business enterprise is the unmistakable influence of a Chief Operating Officer– they oversee daily operations, improve processes, and promote innovation and transformation. The COO’s influence extends far beyond mere operational management.

COO 217
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Your Leadership Operating System: Ego Or Eco?

Lead Change Blog

While their ego-driven ambition may be effective in generating short-term gains, attaining goals is different from achieving growth. Collins advises leaders to “channel their ego needs away from themselves and into the larger goal of building a great company.”. The post Your Leadership Operating System: Ego Or Eco?

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The Evolving Role of the Board of Directors in Sustainability and Ethics

N2Growth Blog

Hence, responsible business practices improve reputation and efficiency, ensuring long-term viability. Furthermore, ethical governance underpins the company’s reputation and communal trust—essential elements for long-term sustainability. A commitment to ethical practices is pivotal in ensuring corporate success.

Ethics 217
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Transforming Fear with Gaurav Bhatnagar and Mark Minukas

Let's Grow Leaders

Most of us have seen fear drive short-term results, but it does so at the cost of high employee burnout and turnover. 06:10 – Consequences when you operate from a reactive place. 09:27 – Why fear works in the short term. They create resilient cultures of unfear. 41:07 – What can we do first?

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Mastering the Middle: Unlocking Your Company's Hidden Potential.

Rich Gee Group

They are tasked with translating strategic direction into operational reality, managing teams, and dealing with the practicalities of day-to-day work. Strategic Thinking: While they're closer to operational details, middle managers also need to be able to think strategically.

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Dream Adjusters: Why Company Leaders Also Have To Be Chief Calibration Officers

Terry Starbucker

Setting the right targets and goals over the short and long terms is a fine art that requires a delicate blend of unbridled optimism and cold-eyed realism, sometimes bordering on schizophrenia. (I’ve I always preached that our company needs to be “the best” or “the greatest” at what it does.

BHAG 391
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Winning Now, Winning Later: Playing the Infinite Game

Leading Blog

W HEN David Cote became CEO of Honeywell in February of 2002, the company was a train wreck. When he took over, Honeywell was plagued by short-termism. The problem was that he had to deliver something in the short-term to the investors for survival but had to set the company up for tomorrow too. He did both.