Many leaders struggle with how to hold people accountable for effective execution. What should you do when someone misses a deadline or a commitment?
What does accountability look like specifically?
One of things that sets organizations with a high capacity for execution apart from those that struggle, is that they pay attention to creating good habits on even on small things. Read More
One of the toughest parts of being a leader is deciding what to say YES to and what to say NO to …so that your team can actually accomplish the most important work instead of drowning in activity. Read More
If you want to positively impact the bottom line in your business, there is one thing that will make a bigger difference than almost anything else: Insist that all of your managers are good managers. Read More
Thank you for your support of MOVE. I launched it two years ago in New York City with an exciting store front display on 5th Ave. Wow, I was so grateful for that experience! Read More
I wrote a whole book (MOVE) about this question and how to deal with it.
But today I want to talk specifically about a very simply test you can use to make sure your strategy is executable. Read More
One time when I was running a large corporate organization, I asked the financial analyst in the business, “What is the current headcount in my organization?”
He said, “How accurate an answer do you need?” Read More
I see leaders setting themselves up for failure and credibility loss when they don’t differentiate the cost of doing a GREAT job from the cost of doing an OK job.
Here’s what I mean. You are the expert. Read More
Something that has been on my mind recently is that so many executives are reluctant to have real conversations with their organizations. They prefer a “just go do it” type of interaction.
I have written about this here on the blog as well as in my book MOVE and even gave a TEDx talk about the value of unstructured conversation in successfully driving strategy. Read More
There is a specific and unfortunately common type of corporate behavior where people substitute sounding smart in a meeting for actually contributing work.
People will come to meetings with lots of insight and data – and good intentions. Read More
In my recent TEDx talk: Reclaiming Humanity at Work, I told a story about how when I started a new executive level job, that I wasn’t sure exactly what I was supposed to be doing. Read More
