Category: Transition Management
The Leadership Paradox II: Strategy v. Execution
Leaders are expected to manage the details, and also understand the strategy. These opposing skills are difficult for many managers to master - most tend to lean one way or…
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Combining Two Perspectives on Onboarding
Now that we've finished our next book, Onboarding: How to Get Your New Employees Up to Speed in Half the Time, we were able to step back and look at…
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Everything Communicates 24/7 Forever All Ways
EVERYTHING COMMUNICATES Everything you say (and don't say). Everything you do (and don't do). Everything you choose to listen to and observe. 24/7 Anyone who's ever had media training knows…
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New Leaders, Leadership Style and Self-Awareness
New leaders often think about how they present to others, and many are using coaches to improve their leadership style. The most successful CEOs are interpersonally aware, can read people…
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Heidrick and Struggles study of 20,000 searches highlights need for onboarding improvements
PrimeGenesis has reduced onboarding failures from 40% to 10%. There is no excuse for others not reapply our learning to do the same. "We’ve found that 40 per cent of…
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Definition of Onboarding
We’re in the midst of the final copy-edits on our new book, Onboarding – How To Get Your New Employees Up To Speed In Half The Time (Wiley, 2009) and…
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The Leadership Paradox, I: Managing Potential
One of the many paradoxes of great leadership is the dialectic of developing people versus upgrading talent. Great leaders are able to do both, primarily by intuitively assessing potential. This…
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Hundred Days: useful or folly?
The Wall Street Journal's David Greenberg recently wrote about "The Folly of the "Hundred Days". He argues that the "hundred days" term has been an unreliable indicator for presidential success,…
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Reducing Onboarding Risk
40 percent of new leaders fail. This can be devastating for those having to look for another job – and for their hiring manager who is inevitably tainted by the…
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