Blog

If executive offsites are so valuable, why do we only have one or two a year?

By Peter DiGiammarino

Executive offsites have been part of running a business for decades because they work. Leaders wouldn’t continue investing the time, money, and energy it takes to step away from the day-to-day business if they didn’t. Organizations have become increasingly distributed, while AI has dramatically expanded what leadership teams can accomplish together between meetings. Together, those … Continue reading If executive offsites are so valuable, why do we only have one or two a year?

MtL Alumni: Strategy Offsites Start Before You Go

By Peter DiGiammarino

Great strategy discussions start before people walk into the room. As planning season approaches, remember that the best discussions never begin when leadership gathers for an offsite. They begin weeks earlier. Strong teams clarify and share their thinking before they meet. They compare perspectives, challenge assumptions, sharpen priorities, and work together toward a shared understanding of … Continue reading MtL Alumni: Strategy Offsites Start Before You Go

Your Team’s Leadership Workspace is Now Available

By Peter DiGiammarino

For years, IntelliVen has helped leaders: Get Clear. Align. Grow. Together. Effective leadership requires clear thinking, disciplined execution, and alignment across decisions and actions. With this post, we announce the availability of the IntelliVen Leadership Workspace, a collaborative environment that brings together the Manage to Lead tools with AI-guided support to help leadership teams draw … Continue reading Your Team’s Leadership Workspace is Now Available

Revenue Leads Expenses

By Peter DiGiammarino

Most leadership teams know the problem. They set an annual revenue target, build spending around it, and move forward as if the planned revenue inflow is already on its way. If revenue later develops more slowly than hoped, the organization is forced to pull back, delay hires, cut initiatives, and explain why the original plan … Continue reading Revenue Leads Expenses

Before You Build, Get Clear

By Peter DiGiammarino

Before You Build, Get Clear AI makes it easier than ever to build, prototype, and automate. It does not make it any less important to think. When the cost of building drops, the cost of building the wrong thing rises. Remember Peter Drucker’s aphorism that ends wtih “… are you doing the right thing?” That is … Continue reading Before You Build, Get Clear

Finding the CEO for What Comes Next

By Peter DiGiammarino

An IntelliVen Insight by Eric Palmer. AI is not a feature cycle. It is a reset of SaaS economics. Eric Palmer, a highly successful Senior Operating Partner with more than 30 years of experience leading private, public, private equity-owned, and venture-backed companies, recently shared what he is seeing across  software businesses. Eric uses and has … Continue reading Finding the CEO for What Comes Next

Time Horizon Discipline

By Peter DiGiammarino

Leaders often say: “We don’t have enough time.” “We’re far from our goals.” “Everything feels urgent.” Most of the time, the issue is not time. It is a mismatch between the decision and the planning horizon. Manage to Lead is built on clarity and disciplined change. Time horizon discipline is part of that clarity. Different … Continue reading Time Horizon Discipline

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

How to decide who to sell to next.

By Peter DiGiammarino | July 5, 2012

An organization needs customers to serve.  Without customers the organization has no reason to exist.  The ideal customer: Has the problem the organization solves.  There is no point selling a solution for which the prospect has no need.  If a prospect does not need the solution, organization leaders might be tempted to solve a problem other than … Continue reading How to decide who to sell to next.

How to be a good group facilitator to help your organization and to grow as a leader when the opportunity presents itself.

By Peter DiGiammarino | June 15, 2012

Serving as a group facilitator at a workshop is an important assignment that can help make the difference between the session being a big success or not.  It is also an opportunity to be, and to grow as, a visible leader.  Do not pass up the opportunity to rise to the occasion and to do … Continue reading How to be a good group facilitator to help your organization and to grow as a leader when the opportunity presents itself.

How to get ahead by working well with people who are at more senior levels in organizations you work with.

By Peter DiGiammarino | June 7, 2012

Early-stage professionals should look forward to and take advantage of opportunities to interact with people in client, partner, or supplier organizations at more senior levels of scope and scale of responsibility than they are used to working with.  While it might initially be difficult to muster the courage and conviction to play at a higher level, … Continue reading How to get ahead by working well with people who are at more senior levels in organizations you work with.

How organizations evolve.

By Peter DiGiammarino | June 1, 2012

There are three to keep in mind with respect to how organizations evolve. There Is No One Right Organization The organization that will work is the one a group decides to make work, after much study and debate, despite its flaws. It is easy to make any organization fail. It is harder to make one … Continue reading How organizations evolve.

How to make sure every top team member does one thing right.

By Peter DiGiammarino | May 30, 2012

CEOs should consider the following when assigning tasks to leadership team members: Members of the leadership team are likely to be the most capable people in the organization and therefore among the most important to deploy optimally. Each needs to be especially clear about what is most important for them to do and then spend … Continue reading How to make sure every top team member does one thing right.

Role Clarity

By Peter DiGiammarino | May 24, 2012

The CEO of a successful organization ensures that their inner circle of leaders, or Core Leadership Team, are individually and collectively clear about their relative strengths and on what the group counts on from each of them to be successful. The exercise below is a structured and straightforward way to make expectations explicit and to … Continue reading Role Clarity

Form a Core Leadership Team to guide and drive peak performance.

By Peter DiGiammarino | May 23, 2012

No one leader, and not even any two, has the breadth of competence and depth of capacity to do anything of much significance alone. Successful organizations usually have a core leadership team of three to seven top executives who are diverse in terms of skills, perspective, and experience yet aligned in an unyielding pursuit of … Continue reading Form a Core Leadership Team to guide and drive peak performance.

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