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When Attention Is the Constraint, Focus the Work and the Reviews

By Peter DiGiammarino

Most things go wrong because leaders are spread too thin, not because the work is impossible. When the volume of initiatives outstrips reviewer capacity, important items get little or no attention. Meetings slip. Mental presence drops. The fix is to match what we take on to the attention we can invest, and to raise the … Continue reading When Attention Is the Constraint, Focus the Work and the Reviews

The Architecture of Resilience: How Early Labor Silences Fear in High-Stakes Leadership

By Peter DiGiammarino

By: Richard Block From a very early age, working was a given. It was simply what you did. In reflecting on these early experiences and contrasting them with the lives of my children and grandchildren, I see a significant divide. The loss isn’t just in the paycheck; it is in the “patterns of behavior” that … Continue reading The Architecture of Resilience: How Early Labor Silences Fear in High-Stakes Leadership

From Tool to Teammate: Six Practices That Make AI Work for Us

By Peter DiGiammarino

At IntelliVen, we work from a defined body of leadership and management practice: the Manage to Lead (MtL) System. It is documented in our text, taught in our classes, and organized into more than sixty tools and templates and 70 insights and tutorials. We use these tools every day with clients and trainees and we are … Continue reading From Tool to Teammate: Six Practices That Make AI Work for Us

When there’s no right answer: get input, get commitment, then decide

By Peter DiGiammarino

Calls about who the team counts on for what are hard. Leaders worry about making valued people feel overlooked or diminished. Direct reports mostly want clarity, fair reasoning, and as much scope and recognition as they can reasonably earn. This post offers a way to handle those tensions: get input one-on-one, secure commitment to support … Continue reading When there’s no right answer: get input, get commitment, then decide

Say the Same Words. Mean the Same Things.

By Peter DiGiammarino

Walk into almost any leadership meeting and you will hear the same words: Vision. Strategy. Mandate. Values. Culture. Everyone nods. Everyone is confident they understand. Then you listen a little longer and realize something important: People are using the same words to mean different things … and different words to mean the same things. That … Continue reading Say the Same Words. Mean the Same Things.

Steering Committees: Engaging Stakeholders for Guidance, Commitment, and Growth

By Peter DiGiammarino

Note: A complementary reading for MtL Module 8 Get Help Leaders who “get help” know success comes not from going it alone but from surrounding themselves with structures that strengthen thinking, accountability, and action. In Manage to Lead, we emphasize the value of an Accountability Board, Advisory Board, Coach, and Peer Group. There is another … Continue reading Steering Committees: Engaging Stakeholders for Guidance, Commitment, and Growth

Process Maps Turn Confusion Into Clarity

By Peter DiGiammarino

Participants in IntelliVen’s Manage to Lead (MtL) program sometimes ask: “Why do we need to work on process maps?” It’s a fair question. The answer is that process mapping is not theory or busywork — it’s a practical tool you use on your own organization to turn hidden confusion into shared clarity. What follows explains … Continue reading Process Maps Turn Confusion Into Clarity

Purpose and Goals: Why You Need Both W-W-W and Mandate

By Peter DiGiammarino

W-W-W and Mandate: Two Distinct Tools, Both Essential When working on their business, leaders sometimes ask: Which sequence is right? W-W-W → Mandate Mandate → W-W-W Both sequences work. You need to work on both. W-W-W is about purpose. It clarifies identity by answering three simple but interconnected questions: WHAT do we provide? WHO do … Continue reading Purpose and Goals: Why You Need Both W-W-W and Mandate

What Would Peter Drucker Think of Your ICP?

By Peter DiGiammarino

TL;DR Investors’ first question is always your Ideal Customer Profile (ICP). If you can’t answer crisply, nothing else matters. Most teams treat ICP as one question, but it’s really three: WHAT do you provide? WHO must have it now? WHY do they choose you over alternatives? Mis-alignment on any leg stalls growth—marketing targets the wrong … Continue reading What Would Peter Drucker Think of Your ICP?

Use the IntelliVen Operations Advisor GPT to GET CLEAR and ALIGN

By Peter DiGiammarino

IntelliVen Manage to Lead tools now run on AI. Meet the IntelliVen Operations Advisor (IVOA) GPT. Tap into your familiar Mandate, WHAT-WHO-WHY, and Change Framework tools right inside ChatGPT—guided by our AI-trained Manage to Lead logic. It’s free for now—try it today: Go to: intelliven.com and open the RESOURCES menu tab. Select: IVOA  (you may … Continue reading Use the IntelliVen Operations Advisor GPT to GET CLEAR and ALIGN

How to increase the accuracy of revenue forecasts.

By Peter DiGiammarino | May 14, 2012

Revenue Forecasts asserts that a certain amount of revenue will be earned in a certain period of time with a certain probability that the actual revenue earned in the period will be within a certain tolerance of the forecast.  For example, management may forecast that there is a 90% chance of actual revenue being not … Continue reading How to increase the accuracy of revenue forecasts.

How to get, and stay, in control of operations.

By Peter DiGiammarino | May 10, 2012

Leaders who are in control of operations compare their organization’s actual performance results to: Past results to know whether their organization is trending up, down or sideways. The results other organizations that are doing things similar to theirs achieve in order to know how well they are doing relative to industry benchmarks, especially relative to … Continue reading How to get, and stay, in control of operations.

Personal Alignment

By Peter DiGiammarino | May 7, 2012

Great leaders learn what each direct report likes to do and what s/he is good at doing in order to help each decide to want to do what s/he is good at and likes doing. It is worth the considerable effort and thoughtful analysis required because it increases the odds of executive engagement, happiness, and high-performance . … Continue reading Personal Alignment

Know the definition of strategy to help everyone stay on the same page.

By Peter DiGiammarino | May 6, 2012

The following are definitions of phrases that use the word strategy. They provide a useful way to think about the term and matters directly related to it: Strategy is what people in an organization plan to do in order to “win” whatever game they are playing. Strategic thinking is how decisions and actions are made … Continue reading Know the definition of strategy to help everyone stay on the same page.

UMass Commonwealth Honors College Awards Presentation Dinner Speaker

By Peter DiGiammarino | May 4, 2012

UMass Commonwealth Honors College Awards Presentation Whether on campus or in the workplace, effective leadership involves seven disarmingly simple truths, says alumnus Peter F. DiGiammarino ’75. As the Eleanor Bateman Alumni Scholar in Residence for spring 2012, DiGiammarino led two events during which he offered advice on becoming an effective leader. Leaders, he explained, “get loose.” Top … Continue reading UMass Commonwealth Honors College Awards Presentation Dinner Speaker

University of Massachusetts 2012 Bateman Scholar in Residence Public Lecture

By Peter DiGiammarino | April 28, 2012

At University of Massachusetts 2012 Bateman Scholar Public Lecture, IntelliVen founder and CEO PeterD presented a 45 minute lecture that summarizes 35 years of insight gleaned from successfully helping dozens of organizations get on track to long-term growth and performance, generally in the role of leader or an adviser to the founder, owner, investor, and/or the CEO of … Continue reading University of Massachusetts 2012 Bateman Scholar in Residence Public Lecture

Five Questions to Outline Organization Strategy

By Peter DiGiammarino | April 10, 2012

WHAT IS STRATEGY? There are many ways to use the word strategy and it conjures up different things for different people in different contexts. What for example is the difference between strategic thinking and a strategic initiative and strategic planning? (For an answer see this taxonomy of strategic terms.) Leaders who are asked: “What is your strategy?” … Continue reading Five Questions to Outline Organization Strategy

How leaders should think about the importance of determining what is most important to change next.

By Peter DiGiammarino | April 4, 2012

Over time, organizations perform at some level.  After start-up things fall into place leading to a period of rapid growth. The rate of growth eventually slows and then plateaus perhaps due to new technology that spawns competition or maybe due to the organization slowing down in the face of its increased scope, scale, and complexity … Continue reading How leaders should think about the importance of determining what is most important to change next.

How to build a “pizza-making” business.

By Peter DiGiammarino | March 30, 2012

Chief executive officers, managing directors, executive directors, and chief administrators subscribe to intelliven.com for content, cases, and tools to help organizations they lead perform and grow to their full potential. Leaders of any organization, no matter how large or small, those who aspire to be leaders, and those who help and support leaders all find the site full of … Continue reading How to build a “pizza-making” business.

How to quit a job you love.

By Peter DiGiammarino | March 26, 2012

It is not easy to quit a job you love. Even with a new dream job in-hand, cutting the cord that connects you to a place you have become part of can be one of the most difficult challenges you ever face in your career. While there is no surefire method, the steps below reflect … Continue reading How to quit a job you love.

Alternatives to a COO

By Peter DiGiammarino | March 23, 2012

Responsibilities shouldered by the Chief Executive Officer (aka: CEO, Managing Partner, Managing Director, or Executive Director) of a successful venture increase with growth in scale and complexity. The tension between the need to get things done, get others to do things, bridge the “white space” between organization units, and to represent the organization externally (e.g. … Continue reading Alternatives to a COO

Three Steps to Selling a Work Plan

By Peter DiGiammarino | March 14, 2012

Follow the three steps below to prepare and present a professional services workplan for a prospective customer. Those who hire service providers should also study the steps to understand how the best providers think through what they propose to do for you. To calculate a price for a body of work, first prepare a plan … Continue reading Three Steps to Selling a Work Plan