Gaining senior management buy-in is really about finding the right balance between the soft skills (knowing how to listen to them, how to anticipate their reactions) and hard skills (rock solid analysis, irrefutable facts, etc.)
Welcome to The CEO Refresher
The CEO Refresher is your portal to the best brains on the planet! Creative leadership, innovation, leading change, executive intelligence and insight. We are pleased to announce that The CEO Refresher is once again publishing new articles. The untimely death of founder and publisher Rick Sidorowicz in September 2011 left the site in a void. Rick devoted a great deal of time and effort into developing and managing the CEO Refresher, and believed passionately in its value in providing the executive intelligence you need to lead well in these turbulent times. We wish to continue bringing you the articles and resources you have come to count on from The CEO Refresher.
To go beyond customer service for strategic advantage, you will have to embrace new concepts and new values – and go over the edge and challenge everything you do.
I have always liked this distinction: “management” is getting things done through others; “leadership” is getting others to want to get things done.
Many companies embark on a strategic planning process, either formerly or informally. Often, many parties in the organization are involved in the process, and the strategic planning session is a traditional occasion which brings the managers together to discuss the issues facing the company. This article is addressed to the people in the organization who […]
If you believe in the cyclical nature of intention and effort, checking in on ethics-related beliefs and behaviors can be an enriching and focusing tool for your group.
The core values or ideology define the enduring character of an organization – a consistent “identity” that transcends product and market life cycles, management fads, technological change, and individual leaders.
The ‘nine grounds’ from The Art of War examines the ‘tactical’ issues of a group in relation to its terrain or territory, useful in its application to competitive and market analysis and to the social, political, and more abstract senses.
Back in November 1999 I had the opportunity to experience Tom Peters via live feed in the Lessons in Leadership series. Here are a few of my scribble notes that made a difference.
Turbulence and chaos – unrelenting and accelerating change – the unpredictability and uncertainty of our time. The more turbulent the times, the more complex the world, the more paradoxes there are – where the opposing points of view are both true at the same time.
Peter Senge argues that it is no accident that most organizations are ‘poor learners’. The way organizations are designed and structured, the ways jobs are defined, and the way we have been taught to behave and think in organizations create fundamental learning disabilities.