Thought Leadership

Is Your On-boarding First Class?

Welcome to your new home away from home.  Thanks for signing all those forms, here's your personal ID and a badge.  Now I'll escort you to your space and later somebody will come by to drop off supplies.  Over there is where we eat, to the right are several common areas and the parking lots are in the back.  You do know we're meeting up front at 11:00, right?  Well, here we are.

Measuring Executive Effectiveness

There are lots of simple reasons why any organisation should measure executive effectiveness. There's just no clear consensus on how to do it. Should one look only at recent financial results or share price as indicators of a leader's impact on the enterprise, say in the case of a Chief Executive Officer or Chief Financial Officer? How about the person's progress against key individual or unit performance metrics or specific milestones related to his or her most recent job description?

Taking Stock Of Enterprise Competitiveness

Too many global managers are managing by the numbers. As a result, their behaviours are being ruled by the same measures of short-term financial returns. Today's global leaders, however, see beyond quarterly profits and operating margins. Rather than be held hostage to financial indicators, they are instead focused on the things that will sustain their organisations over the long term.

Your Company Is Only As Good As Its Human Resources Function

Business leaders charged with growing the enterprise or changing its strategy and culture would be well served to invest more time really getting a handle on their Human Resources function, how it operates and how its influencing enterprise competitiveness. Far too often, it seems, global executives overanalyse the impact of strategic planning, branding and sales when assessing recent financial performance and chronically underanalyse their organisations' ability to attract, develop, motivate and retain the people most responsible for elevating results.

Welcome to Talent 4.0

Less hype than Samsung's recently launched Galaxy S4, but I guarantee Talent 4.0 will have a more profound impact on its respective constituency.  Bigger, faster, stronger - both of these "next generations" mark an irrevocable progression in the competitive marketplace.  With Talent 4.0, corporate America encounters a revitalising perspective as well as a dangerous ultimatum - lead the pack or get trampled underfoot. Talent 1.0 was the era of print advertising, paper resumes, and the desktop rolodex.  (Side note: don't ask this history major about talent before 1.0 unless you want a vigorous discourse on Late Modern Era labor trends.)  Talent 2.0 welcomed the Internet...

Why Do You Really Want The Business?

Chances are, your company or someone on your team is chasing a particular piece of business because the target is a well-known, global and/or growth-minded organisation and because adding them to your company's client list would do great things for the enterprise, not to mention your career.

Building Your Legacy One Day, One Decision At A Time

How will you be remembered? Few questions delve deeper into global leaders' emotions, self-identities and ambitions. Few inquiries beg the kind of reflection that's required of each of us to sort our personal and professional priorities. It's been said that time is the harshest critic. The older we get, the more we can appreciate the truth in that simple statement.

Developing An Eye For Talent

American radio broadcaster Bob Edwards had it right when he observed, 'People are always ready to admit a man's ability after he gets there." Particularly in today's media-influenced world, we can each point to a multitude of examples of how someone successful enough to become chief executive of a major global corporation, the coach of a well-known sports franchise, or the next big thing in entertainment is lavished with praise by others either unaware or unwilling to voice such lavish praise while he or she was on the way up.

Productivity and Positivity Are Keys To Reaching Your Goals

Lingering economic challenges and lacking corporate resources are enough to frustrate even the best-laid business plans - and the best global leaders. Yet that reality is nothing new to executives the world over who've faced difficult challenges - perhaps defining or redefining ones - during the course of the past five years as economic uncertainty and fear have combined to reduce management confidence and investment.

Passing The Authenticity Test

What can you tell me about yourself? Note that this question doesn't address all the qualities and qualifications that might make you an exemplary global executive. Rather, this is the kind of simple, straightforward question that potential clients and buyers sometimes ask to explore who you really are, what you're committed to, and what you prioritize in business and in life, too.

Aligning Work and Life Beyond The Corporate Office

Over the past decade, much has been written about executives' desire to achieve more balance between their work and life responsibilities beyond the corporate office. Yet while many aspire to work fewer hours and spend more of their time engaged in family and leisure pursuits, few achieve the equilibrium they want and need.

Why Skills And Experience Matter Less At The Executive Level

Among the very first things a Chief Executive or corporate hiring authority is likely to inquire about when considering a candidate for a critical management role are the issues of 'What have they done?' and 'Where have they done it?'

The Case For Aligning Business Leaders And Politicians

The future of national economies, corporate enterprises and politicians' careers are linked now and must be even more closely aligned in the years to come in order to grow the global economy, create jobs and create stability in challenging times.

Maybe The Most Important Executive Skill Set Of All

You've probably sat in that especially uncomfortable chair, just at that awkward moment when it becomes apparent that no one in the room really believes what the leader is saying anymore. While this portends a bad end for the leader, the enterprise and perhaps to several people in that same room, its impact is matched just as negatively when the leader - failing to see how their vision.

How The Call For Specialisation Is Narrowing Our View

There was a time many years ago when general management skills were the be all and end all. If you brought broad vision into many different functional and operational pieces of an enterprise, you could write your own ticket and your career trajectory was both assured and rewarding.

The Real Meaning of ‘Situational Fluency’

Chances are that if you've engaged with peers and acquaintance about their skill sets and capacity to communicate with other leaders and stakeholders, the notion of 'situational fluency' may well have come to the fore. So what exactly does 'situational fluency' mean, after all?

What Stories Will Be Told About You As A Leader?

 Sometimes an important lesson requires the perspective that only years of life and business experience and an open mind can provide. That is certainly true with what's been said about the contribution each of us has the potential to make in our lives, our families, organisations, communities and within our respective circles of peers. That is, the sum of what we do and how we are will only really hold meaning in the stories told about us after we're gone.

Why Attitude Matters More Than Ever

Business challenges abound. There is always reason for concern. And there will always be lots of things we cannot control. Yet, as leaders are called to leadership amid volatile business conditions, their attitudes reflect much of their capacity to move the enterprise and its teams to higher ground.

How The Call For Specialisation Is Narrowing Our View

There was a time many years ago when general management skills were the be all and end all. If you brought broad vision into many different functional and operational pieces of an enterprise, you could write your own ticket and your career trajectory was both assured and rewarding.

The Real Meaning of ‘Situational Fluency’

Chances are that if you've engaged with peers and acquaintance about their skill sets and capacity to communicate with other leaders and stakeholders, the notion of 'situational fluency' may well have come to the fore.

What Stories Will Be Told About You As A Leader?

Sometimes an important lesson requires the perspective that only years of life and business experience and an open mind can provide. That is certainly true with what's been said about the contribution each of us has the potential to make in our lives, our families, organisations, communities and within our respective circles of peers. That is, the sum of what we do and how we are will only really hold meaning in the stories told about us after we're gone.

Why The Pursuit of Innovation Starts From Within

Business leaders often go out in search of innovation. Yet as it turns out so many times, they would be best served to begin that search deep within themselves.

The Simple Power of Personality and Authenticity

The gregarious Chief Executive bounded in the room and immediately took command. Not by force, but rather, through an uncanny social influence, interpersonal warmth charm and a superior sense of self and comfort in his own skin.

The Next War For Executive Talent

If you still believe in the business cycle, it may be easier to comprehend how the pendulum that is the global market for executive talent will eventually (perhaps sooner than we think) swing back in the direction of high performers, superior leaders, emerging talents and stellar management candidates.