No one has a five-year strategy, or even a three-year strategy much less a twenty-year strategic plan.
How much do you think Blackberry’s five-year strategy meant the day that Apple announced the iPhone? Business conditions are too unpredictable for most strategic plans to mean anything even beyond six months, and even that might be too long. Continue reading
A leader can never give anyone ownership of a business initiative or objective.
Ownership is always taken, and to take ownership requires the will to do so. A leader can no more give someone ownership than a leader can give someone will.
I find it disturbing when business leaders choose to use CSR to compensate for ethically questionable business.
A company I know has a stated value of innovation that it parades out in front employees on a regular basis, but rarely, if ever, do any staff or managers innovate anything—including staff in research and development!
Don’t recruit. Poach. In a tight labor market, there is no percentage in tentativeness. If there is any time to go on the offense, it is now.
I don’t know why recruiting firms call what they do a “search.” Who cares about a search? A search is easy, and often consists of little more than trawling through LinkedIn. Continue reading
You want to retain just the best in your organization.
Why?
Retention, per se, is no business objective. It is retaining the best that counts, even in the tightest of labor markets.
Continue reading
If you want to improve collaboration in your business, it should not be done by encouraging harmonious interaction. Rather, you must institutionalize confrontation.
No healthy organization is ever in harmony; it is constructive disharmony that is the ideal state. Natural tension always exists between individuals and groups in any organizations, and there is no resolution of conflict without confrontation.
Below are my list of the top twenty-one practices that accelerate your success as a leader based on the most successful business leaders I know.
