One of the most difficult things to do, when driving for a hard performing culture, is to come to the realization that a person’s style can be so destructive, as to be toxic to the culture and mission of the company. Toxic Person How many times have we seen someone’s attitude and approach create
Be Selfish with your time. I am a member of YPO and am part of a forum of 7 of us CEOs that have been meeting once a month for a half day – for 10 years now. We discuss everything from business to family to personal. A lot of trust. Forum comes with a
Go for it My first job ever, right out of the APL Management Training Program , was when Joel Greenberg put John Motley and me together to start an inside sales process for New York City customers. Operative word “Inside”. John, amazing technologist, whipped up an SFO system for us (1985!) and off we went.
Be Selfish with your time, with the resources you bring to the table. I am a member of YPO and am part of a forum of 7 of us CEOs that have been meeting once a month for a half day – for 10 years now. We discuss everything from business to family to personal.
One of the most relevant and worst performing questions in employee engagement surveys is “I understand how my work relates to the strategy of the company.” In the mid 90’s I ran a customer Service Center, and our employee engagement survey had several areas of improvement that we had to address – one of them
In speaking to an Executive MBA class, I chose to do a career walk for them. I walked them through my career from first job out of college to today, highlighting not the jobs and positions I held, but the lessons I learned, the perspective I gained, the decisions I made and didn’t make, the
As leaders we have to anticipate. Anticipate Customer reaction, Board member expectations, scenarios of business outcomes. We make our assumptions based on the best information and experience of our team and then we execute. But when we plan, make assumptions and begin to deploy our business plan, we also have to scenario model that unanticipated
Most leaders will tell you that when they look back on tough decisions, they regret not having made them quicker. In many cases , the root causes are: The action itself is difficult because we truly like the person and we see many good qualities about them, both personally and professionally. We often feel culpable
As we advance in our careers , we do so along certain exeprience tracks. My path to general management was largely along the tracks of sales and operations. Others rise through other tracks such as Finance or Customer Service. When we then assume broader general management responsibilities, it is only natural that we have less depth of
“Good, Fast or Cheap – Pick one” That’s what my CIO told me at his first briefing when I took my CEO position. “If you want a good system, you won’t get it fast or cheap If you want it fast, it won’t be good or cheap If you want it cheap, it won’t be good and