The ART Of Decision Rights

The ART Of Decision Rights

Their article explains that Starbucks board Chairwoman Mellody Hobson said Johnson’s decision to leave was his own, not the result of any board or outside push. “It’s been deliberate.” “This is not hasty in any way.”

Executive Onboarding Lessons From Disney CEO Bob Iger

Executive Onboarding Lessons From Disney CEO Bob Iger

The most important lesson in Bob Iger’s book, “The Ride of a Lifetime” is that “a little respect goes a long way, and the absence of it is often very costly.” Respect yourself, colleagues and brand. Respect yourself A big part of self-respect is self-confidence -...

When To Fire, Focus Or Nurse People In The Wrong Roles

When To Fire, Focus Or Nurse People In The Wrong Roles

Fire them, moving them out if they’re hurting themselves or others and don’t belong in your organization in any role.
Focus them, changing the role they’re in, or moving them over or up if they’re in the right organization, but wrong role.
Nurse them if they’re in the right role but underperforming or as an intermediate step on the way to focusing or firing them.

How To Lead Through Post-Pandemic Changes In Sensibilities

How To Lead Through Post-Pandemic Changes In Sensibilities

There are things people were in the habit of doing before the pandemic that they’re not doing now. Like a computer shut down prompts us to rethink previously open applications, the pandemic disrupted the inertia behind our habits, heightened our sensibilities, and...

The Golden Globe For Most Effective Reorganization Goes To…

The Golden Globe For Most Effective Reorganization Goes To…

Coming out of COVID companies split into the good, the great and the gone.

The good, like Delta Airlines, are delivering their basic services in an acceptable manner.

The great, like the Colony Hotel in Palm Beach, are flooding the zone with extra service personnel to anticipate and react to customer needs.

The gone, like the HFPA and Hertz, have lost track of the needs and interests of their constituents and have either cultures or systems or both that embarrass or inconvenience those constituents. They don’t need to reorganize. They need to go away.

Your Employees Are Returning! Time For A Culture Change

Your Employees Are Returning! Time For A Culture Change

For the most part, cultures evolve with the speed of Teutonic plates. They’re sticky, hard to change. But, every-so-once-in-a-while there are earthquake-like sudden shifts: mergers or spin-offs – or a pandemic. As people return to the office, or not, figure out when...

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