An article by Mona Pearl Executive Summary • Three out of five cross-border M&A deals do not live up to expectations, mainly due to culture clash, poor due diligence, and contrasting management styles.• With the growing trend of cross-border transactions,...
I once had a coaching client confide to me that professional development just “wasn’t his thing.” His point: some people don’t see the value in the extra e (RT @SBLeaders: 5 reasons employees hate individual development plans
What does it take for you to be doing your best most days? How do happy, effective leaders, entrepreneurs, professionals, workers, and athletes manage to bring their A-game the majority of the time? It’s simple: either deliberately or not, they...
Sean Spence's insight:
This is one way of looking at being organised around your most productive rhythms. Are you an owl or a fowl (a night worker or a dawn worker)? Pace yourself accordingly.
Management silos are where innovation dissolves in layers of hierarchy. Great business ideas go wasted every day because employees don’t know what to do with them, and those employees are afraid of wasting company resources trying to figure it out. Here, Nancy Dearman offers some ideas for leaders who want to break down those barriers and encourage employees to cross silos and act on those ideas.
We all know silos within organizations provide essential infrastructure, allowing organizations to function. We also know that the walls of these silos can be barriers to innovation, as well as a root cause of business dysfunction. As a leader, you can enable the quick action required to take advantage of opportunities.
Photo By Search Engine People Blog By Rebecca Hourston If you've ever been led by a Mushroom (everyone's in the dark), a Seagull (swoops in, squawks and dumps), or a Kipper (two-faced and gutless), you'll be all too aware of the leadership style...
Brisbane Times How Kevin Rudd's 2013 election campaign imploded The Age The group the leader had gathered around him as he dashed around the country were, most prominently, the Labor strategist and one-time lobbyist Bruce Hawker (who helped...
Sean Spence's insight:
This is a fascinating study in how a highly effective person in some ways, has a 'dark side' that gets out of control when under stress, wrecking the potential good. What's more, it was so evident that his opponents were able to strategise around it.
Answer - love the 'Dark Side' in yourself (and in your team) so that it doesn't overwhelm you. In fact you can make it a source of creativity, disruptive change and growth. If you have the courage and honesty for the work!
Tesla CEO Elon Musk tends to reject the status quo -- but that's what gives him his marketing mojo.
Sean Spence's insight:
So, why does it work, really? The idea that this fanaticism is also translated into the product delivering on that brand promise. Humble stuff like reliability, functionality, customer service, supply chain efficiency... and listening.
Unfortunately, most B2B marketers fall short when they publish promotional content or threadbare case studies masquerading as thought leadership.
Thought leadership is different. And it's rare.
It sits at the pinnacle of good market-facing content production but takes the long view toward the business results it produces. When successful, it engages buyers in an exchange of ideas that delivers value to both sides -- buyers and sellers -- while positioning your firm as a trusted source of great information. And the market, not your marketing department, tells you when your stuff reaches true thought leading status.
This is the thirteenth year that Booz & Company has examined CEO successions among the world’s top 2,500 public companies. In 2012, 15.0 percent of CEOs at those companies left office, up from 14.2 percent in 2011. This is the second-highest rate of CEO successions in the history of the study.
Moreover, 2012 delivered the largest number of planned CEO successions Booz & Co have ever seen. This suggests that companies are working more thoughtfully than ever to ensure they put in place new leaders who will best serve the company for years to come.
Who are those leaders? For the most part, they are familiar faces: companies promoted people from within 71 percent of the time; a quarter of incoming CEOs had worked at the same company for their entire career; 81 percent of new CEOs had the same nationality as the company’s headquarters; and 95 percent were men.
Booz and Co's Chief Executive Study now reaches back to 2000 and includes unique evaluations by geography and industry as well as analyses of major trends in corporate governance, such as dual CEO/chairman appointments and how often companies use the apprenticeship model.
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