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Executive Onboarding and Transition Acceleration for Better Results Faster



PrimeGenesis Speakers and Publications

My working premise is that transformational leadership is about inspiring and enabling people to do their absolute best, together, to realize a meaningful and rewarding shared purpose. (George Bradt)

Speakers


George Bradt
Managing Director
PrimeGenesis

George Bradt PrimeGenesis Executive Onboarding George Bradt has a unique perspective on helping leaders accelerate transitions based on his combined senior line management and consulting experience.  After his education at Harvard and Wharton, George progressed through a series of sales, marketing and general management roles around the world at Fortune 500 companies including Unilever, Procter & Gamble, Coca-Cola, and then J.D. Power and Associates as chief executive of its Power Information Network spin off.  Now he is Managing Director of PrimeGenesis, the executive onboarding and transition acceleration group he founded in 2002.  Since then, PrimeGenesis has been able to reduce the risk of failure fourfold for executives they have worked with - from 40% to 10% by helping them and their teams deliver better results faster.

George is the author of:
  The New Leader’s 100-Day Action Plan(Wiley, 2006)
  Back-to-School Chats - Advice from Fathers to their Sons (Durban House, 2006)
  Back-to-School Chats - Advice from Mothers to their Daughters (Durban House, 2009)

gbradt@primegenesis.com
download George's bio

 

Publications

New Leaders 100 Day Action Plan
(click to buy)
"One of the most basic yet comprehensive books I've read regarding the dos and don'ts of a successful on-boarding process. A must-read for all aspiring business leaders, from first-time CEO's to executives at every level of the organization. Also a great tool for human resources and talent manage-ment executives."

Joe Griesedieck, Vice Chairman, Korn/Ferry Executive Search

"One of the things I really like is that no matter what page you drop in on, the tone and immediate urgency catches your attention and before long you are immersed. The book has a great pace and this makes it easily accessible.
 
One aspect I’ve noticed for myself when listening to your programs is how applicable each of these strategies is to ongoing operations.  Whether it’s the second 100, or the 4th hundred days on the job, leaders are always facing new situations. There’s a new member of the team, a reorganization, or new initiative emerging. Perhaps it’s a new office or location opening. Or a merger.  This radically changes the leader’s role. Something will trigger an event where the leader is “new” again, even if the business card stays the same.  You provided some great resources in the appendices that I think would support a chapter or at least more obvious way of addressing this.  
 
You briefly mention that folks might be reading this well into a new position and that they shouldn’t skip the “getting started”. I think there’s a way for leaders to use these strategies and tactics no matter how long they’ve been on the job..."  

Lauryn Franzoni,Vice President & Executive Editor, ExecuNet