Tag: Forbes
The Goldilocks Middle Way Between DIY and Outsourcing
The essence of the Goldilocks approach is breaking apart outsourcing decisions into their components
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Where Should You Play? The Secret to Investing Your Time and Talent for Maximum Impact and Reward
Where it matters is most likely going to be where there is an unmet need that has a meaningful impact on peoples’ lives. Where you can win is not just…
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MicroStrategy CEO Michael Saylor on How to Capitalize on the Mobile Wave Before You Get Washed Out
It’s always more fun to be part of the solution than to be part of the problem. When the problem is the inefficiency and ineffectiveness created by decades of ever-expanding…
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Want to Change the World? Define Your Organization’s Attitude
Successful organizations like Apple, Coca-Cola, the Red Cross and Ritz-Carlton all have a distinct attitude. For example, Apple leads its competitors in designing innovative products. Winning attitudes do not emerge by…
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Leading In An Age Of Decreased Face-To-Face Communication
Be, Do, Say You will choose your own way of leading. You will likely choose to lead in different ways in different times – from different chairs in different places. Keep…
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Leading Those That Would Undermine Your Leadership
The number one thing experienced leaders regret is not moving faster on people. Even so, many leaders are reluctant to make early people moves for fear of upsetting the apple…
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The Cure for Incompetent Onboarding
The conscious competence model applies: - Unconscious Competence: Have the knowledge and the skills. (Can make music.) - Conscious Competence: Have the knowledge, but not the skills. (Know how to…
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To Be One of the “Best Places to Work,” Build a BRAVE Culture
In February, St. Joseph Hospital was named one of the “Best Places to Work in Indiana” for the sixth consecutive year. Hospital President Kathy Young firmly believes that it is St. Joseph’s “corporate culture…
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Want Cultural Change to Stick? Change The Way You Operate
You can start a cultural change with organizational changes or strategic changes. But until the operations change, nothing will stick. This is often the most difficult part of the change…
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