People often ask me if it was hard for me to go from running really large organizations to having my own (implied — “much smaller”) company.
This was never an issue for me because I always maintained a psychological distance between the power of my role, (managing a $1B+ global business, multi-hundred-milion dollar budget, and thousands of people) and my own personal power. Read More
A simple question…
One time when I was running a large organization at HP, I asked my financial analyst partner, “What is the current headcount in my organization?”
He said “How accurate an answer do you need?” Read More
Last week I wrote about the importance of information sharing across an organization. If you missed it it’s a very important idea.
This week I want to share one more example, specifically about an executive’s responsibility to share information with the team — and the value of doing so. Read More
Late last year, I had a big AHA I want to share with you.
Here’s where it came from…
When I do strategy execution work with executive teams, I typically begin with an assessment phase where I talk with people across the organization at multiple levels. Read More
WHO and WHY?
The first time I held a general management role I had a mentor share something with me I found to be pretty life changing.
He said, “You need to worry about WHO and WHY. Read More
What you don’t know…
When I work with general managers to help them get their organizations executing better, the first thing I do is talk to their team.
…First, I talk to all their direct reports.
…Then, I also have some
1-1’s or focus groups with their mid-level managers and their employees. Read More
Every month I do a webinar on a topic of business leadership
as part of my membership program.
This month’s webinar was on Ruthless Priorities & Strategy.
(Get invited to future webinars)
If you missed it, you can download the podcast! Read More
Are we still doing this?
How can you make sure you are still making progress on that goal you committed to in that offsite meeting 6 months ago?
In my work with management teams helping them execute their strategy, this issue comes up over and over again. Read More
Last week in my blog I suggested you stop wasting time having status meetings.
This week I want to extend the conversation suggest you resist the urge to hide in too much complexity and detail.
The reason people and teams fall into this is because complexity can make you feel smart and safe. Read More
If you take the time to collect your team in a room together, the last thing you should do is review status.
Status review meetings
I think this is an organizational habit that takes root when new managers have a staff meeting because they think they should, and then they are not sure what to talk about, so they ask each person to give an update about their work. Read More