Strategy Driven

JULY 3, 2015

Human Resources Oversees Training. See training as an investment (short-term and long-term), not to be short-changed. Reputation among affected constituencies within the business community. They embrace technology, rather than ideas and concepts. Every size of business needs training.

Education 50

Education Company Succession Mentor 50

Modern Servant Leader

FEBRUARY 17, 2016

If you look at some of the companies with the strongest results and the best reputations, you’ll find that servant leadership is at the heart of them. Servant leadership has proven successful and has a positive impact for the long term, time and again. I teach people about stuff that they learned a long time ago.

Leadership 100

Leadership Servant Leader Airlines Learning-by-Doing 100

Modern Servant Leader

FEBRUARY 17, 2016

If you look at some of the companies with the strongest results and the best reputations, you’ll find that servant leadership is at the heart of them. Servant leadership has proven successful and has a positive impact for the long term, time and again. I teach people about stuff that they learned a long time ago.

Leadership 100

Leadership Servant Leader Airlines Learning-by-Doing 100

Harvard Business Review

NOVEMBER 20, 2015

But let’s change what we’re asking: Which has the better potential to scale up and create long term value for customers, owners, investors, and employees? Global supply chains can cut across many “cultures”: national, industry, technology, market segment, and more. Manage the arduously long sales cycle.

Supply Chain 8

Supply Chain Collins Golden Handcuff Pharmaceuticals 8

Harvard Business Review

JANUARY 13, 2015

Perhaps human resources leaders are spending their money in the wrong places. The CEO assumed that employees wanted this to translate into the office in terms of dress code, mannerisms, and hours. In one case, a Fortune 500 technology company was losing recruits to newer companies like Google, Facebook, and SAS.

Human Resources 8

Human Resources Self-aware Survey Influence 8

Harvard Business Review

SEPTEMBER 10, 2015

Many innovation groups want to have it both ways, acting as a partner to the business units to help them tackle near-term opportunities, while also developing further-out, “disruptive” ideas that could shake up their industry. But those are two separate functions that require different staffing, relationships, and resources.

Venture Capitalist 8

Venture Capitalist Company Due Diligence Chief Information Officer 8

Harvard Business Review

JULY 17, 2012

How long will the 25 high-potentials who don't earn the promotion wait for their turn to move up? Two years after a global technology company started its high potential program, five of the top "graduates" jumped at the opportunity to create a new business within the biggest competitor. It's simple math. And people will compare.

Long-term 15

Long-term Short-term Participative Training 15

Harvard Business Review

JULY 17, 2012

How long will the 25 high-potentials who don't earn the promotion wait for their turn to move up? Two years after a global technology company started its high potential program, five of the top "graduates" jumped at the opportunity to create a new business within the biggest competitor. It's simple math. And people will compare.

Long-term 15

Long-term Short-term Participative Training 15

Harvard Business Review

SEPTEMBER 27, 2011

Called "Neutron Mary" at Pfizer, she had a reputation for excessive personal use of the Pfizer helicopter, tight control of relationships with the CEO at both companies, and harshness with her staff. Perhaps it's easier to start by discussing the pathologies of a dysfunctional Chief of Human Resources Officer (CHRO).

Metrics 14

Metrics Human Resources Attrition CEO 14

Harvard Business Review

MARCH 29, 2017

This is perhaps even more the case in the world of management outside of academic medicine — whether it is finance, consulting, or technology — as the path from professional to senior executive requires more than individual success. Such misunderstandings are costly, in terms of time and tranquility. That time has passed.

Mentor 8

Mentor Emotional Intelligence Project Career 8

Strategy Driven

MAY 6, 2011

The biggest problem with business, in a one-sentence capsule, is: People exhibit misplaced priorities and impatience… seeking profit and power, possessing unrealistic views of purpose, and not fully willing to do the things necessary to sustain orderly growth and long-term success. You contribute much to the economy.

Strategic Planning 78

Strategic Planning Advertising Consultative Planning 78