Category: Executive Onboarding
Breaking Good: Transcending The Good For Others/Good For Me Tradeoff
Break the constraints. Build your programs so they do good for others, help your people do and build what they are good at, and deliver good for you. That’s the…
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Why Google Can Not Run The World: Wisdom = Data + Experience
Data is helpful for decisions. It can dictate routine, automated decisions. But complex out of the ordinary decisions are best made when data is filtered through experience.
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The Three Types Of Leaders The World Needs Most: Artistic, Scientific, and Interpersonal
Artistic leaders inspire by influencing perceptions. Scientific leaders guide and inspire by influencing knowledge. Interpersonal leaders rule, guide and inspire to influence behaviors.
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The New Reality Of Social Media: Engaging Your Audience Where They Are
Instead of smash blasting, leverage social media to engage with the specific audience you choose to engage with in a way that is right for your brand, your business, and…
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Yahoo’s COO de Castro Hit Two Of The Three Main Causes Of Executive Onboarding Failure
It’s not a surprise that Yahoo’s CEO Marissa Mayer has fired COO Henrique De Castro. Yes. He was her first big hire. Yes. It is going to cost Yahoo crazy…
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When And How To Shock An Organization For Its Own Good
As an executive onboarding into a new role you must choose between assimilating in, converging and evolving or shocking the organization. Shocking creates a hot landing requiring careful preparation and…
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The Most Important Secrets to Succeeding in a New Job
Three executive onboarding ideas have reduced the rate of failure for new executives from 40 percent to below 10 percent: Get a head start. Manage the message. Build the team.…
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New Leader Ideas 2013: Get The Job. Onboard Well. Be BRAVE.
sharpening interview skills to get the job, managing executive onboarding well to accelerate progress in a new job and putting the concepts of BRAVE leadership in place to deliver better…
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A Personal Branding MAP For Leaders
fundamental questions about whether the cause should be part of a leader’s personal brand or whether the leader should subordinate his or her brand to their cause
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