Category: Private Equity & M&A
Why Middle Managers Are Particularly Vulnerable To COVID-19
COVID-19 is impacting all of us in ways we see and in ways we don’t see. One of those is that we’re all building new skills in working and managing…
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How Organizing Concepts Can Improve Your Interviews, Executive Onboarding, And Change Leadership
Organizing concepts are the connectors between your thinking and strategy and what you’re trying to communicate. They help interviewers remember your most relevant strengths, motivation and preferences. They help you…
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Managing Your Brand Through The Coronavirus Crisis
By definition, a crisis is caused by a major, temporary change. Don’t fall into the trap of managing the temporary crisis itself, instead of managing through the crisis. Of course,…
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How To Leverage Scouts, Seconds And Spies To Mitigate Executive Onboarding Risks
As an executive onboarding into a new role, you don’t know what you don’t know. That’s often an underlying factor when people don’t fit, fail to deliver, or fail to adjust to…
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The Only Way Les Wexner’s Successor Can Succeed At The Helm Of L Brands
Taking over from the founder is always tough. Taking over from L Brands founder Leslie Wexner after his 57 years as CEO is probably a fool’s errand. The only possible…
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The Secret To Seeing Around Corners
We all know them – those amazing people who appear to be able to see around corners. They almost always seem to know what’s coming before anyone else does and be ready…
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The Extreme Red Flag For Wells Fargo Onboarding Its New CEO Charles Scharf
Charles Scharf is not moving to San Francisco from New York for his new job as CEO of Wells Fargo. It’s one of the red flags that should make anyone question a…
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How To Manage Executive Onboarding Risk When It Materializes
40% of new leaders fail in their first 18 months. Assessing potential risk is important. Managing executive onboarding risk when it materializes is urgent.
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The Case For Choosing The Likely Over The Possible
Determine big business decisions based on what is strategically likely, organizationally likely, and operationally likely. Win with smaller steps, each with a higher likelihood of success than one big leap.
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