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Learn to develop leaders, teams, and organizations that perform to their potential.

How to get a rogue team member back on board without drama or disruption

By Peter DiGiammarino

Every leader eventually finds they have a toxic executive team member who behaves poorly, spreads discontent, or otherwise goes off track and holds the core leadership team, and the organization, hostage indefinitely.  As the leader, it is up to you to do something, but you avoid confronting the offender perhaps because you are averse to … Continue reading How to get a rogue team member back on board without drama or disruption

Case Study: Cracking the Execution Code at Compusearch Software Systems

By Peter DiGiammarino

Compusearch had always been an innovative company but operations needed to mature. Here’s the story behind how the management team, working with The Carlyle Group and IntelliVen, got clear, aligned, and grew to be sold for ~4X invested capital in 5 years.

How to increase the odds of success with a strategic acquisition or alliance

By Peter DiGiammarino

Posted 6/10/2012, Updated 9/19/2019 Most acquisitions and alliances severely underperform relative to expectations set at the time of their inception.  No matter how great they look on paper, it is always a lot harder to make things come out anywhere near where they were meant to be than it seemed at the start.  Fortunately, based … Continue reading How to increase the odds of success with a strategic acquisition or alliance

Transition Plan for CEOs

By Peter DiGiammarino

What To Do Between Your Exit and Next Position We wrote a post about how to make a graceful exit (especially when it’s involuntary) that explored what steps to take when leaving your position. This post is the follow-up that dives into how to identify, assess, and consolidate lessons learned to find the right next … Continue reading Transition Plan for CEOs

How Top CEOs Manage Their Time

By Peter DiGiammarino

Time Management for Leaders and Aspiring Leaders After reviewing the draft news release announcing my latest promotion (many years back) and offering her congratulations, our press agent exclaimed with some dismay that: “…now you’ll have even LESS time than ever!” I remember remarking smartly in reply that she was wrong, and that I still had … Continue reading How Top CEOs Manage Their Time

How to Prepare for High-Stakes Events

By Peter DiGiammarino

Success favors the prepared! When the stakes are high, there is no substitute for getting so ready that your odds of success go way up, even if what was planned never happens.

Five Stages of Organization Evolution and Key Characteristics and Concerns at Each Stage

By Peter DiGiammarino

Organizations almost always progress through five more-or-less well-defined evolutionary growth stages: Concept Startup Credible Sustainable Mature. The Five Stages of Organization The five stages of organization are defined by key characteristics, operating agenda, economics, and key concerns as summarized below. Concept Stage A new organization starts out as an idea, or Concept. A bona fide … Continue reading Five Stages of Organization Evolution and Key Characteristics and Concerns at Each Stage

Get Clear

By Peter DiGiammarino

The purpose of a business is to solve a problem for a customer…which begs this question: WHAT solution does your organization provide to WHO and WHY do they pay for it? A way to think about it is that there are three dimensions to any business: WHAT, WHO, and WHY or in terms of Market … Continue reading Get Clear

Change Alone is Not Enough

By Peter DiGiammarino

Strategic Leadership is to change your organization the way you want. You don’t just want change, though, because change means different, not necessarily better. We could say develop, which implies better, but towards what end? More specifically we want to improve but in what ways? What we want is to improve how well we do what we do, … Continue reading Change Alone is Not Enough

Your Case is the Course

By Peter DiGiammarino

Any organization is more likely to reach its potential to perform and grow when its leaders are clear about their organization today, where it is headed next and why, and when they know how it will get there. Strategic Leadership: Manage to Lead Using the Seven Truths introduces a straightforward yet rigorous way to describe and assess any organization as it exists and as its … Continue reading Your Case is the Course

How to develop leaders, teams, and organizations that perform to their potential.

By Peter DiGiammarino | September 19, 2016

If you’ve been in charge for a while and it feels like performance and growth are not where you want them to be, you probably know that you are likely headed in the wrong direction. Every leader, team, and organization eventually hits an inflection point. There IS a solution. The first step is to take … Continue reading How to develop leaders, teams, and organizations that perform to their potential.

How leaders can save civilization.

By Peter DiGiammarino | August 23, 2016

Introducing Co-Leadership Co-operative leadership, or co-leadership, is when two or more leaders deploy their individual great strengths as a collective whole in pursuit of a common goal. Co-leadership can cause an organization to experience extraordinary results, in a short time, and at low cost. The Next Evolutionary Leadership Stage that Could Save Our Planet This IntelliVen insight … Continue reading How leaders can save civilization.

Four Kinds of Help

By Peter DiGiammarino | July 11, 2016

When it is time to start planning  but the top team is maxed-out just keeping up with operations, outside help may be just the thing. But what kind of help is best to get? Keep in mind that there are four types of help. Here is a guide you can use to decide which is right … Continue reading Four Kinds of Help

Do we ask a potential hire what their parents told them when they spilled milk?

By Peter DiGiammarino | May 25, 2016

It wasn’t Sigmund Freud, but the 19th century poet William Wordsworth who said, “The child is the father of man.“ But Freud, of course, would have agreed in that he argued that most, if not all, of the foundation for who we are as adults is cast in the first five years. So, what are we to make of this? … Continue reading Do we ask a potential hire what their parents told them when they spilled milk?

A Blueprint for Entering CEOs

By Peter DiGiammarino | April 30, 2016

CEO transitions into organizations are not easy. How long CEOs last and the frequency with which their own, and their Board’s, expectations are met have been studied in academia and well reported in the media. The results are stunning. Two out of five incoming CEOs fail to meet their objectives in the first 18 months. Even … Continue reading A Blueprint for Entering CEOs

What to do when the hiring manager says: “Name your terms!”

By Peter DiGiammarino | April 13, 2016

“What will it take to hire you?” These words may be music to your ears, but how you respond makes a big difference. Take your time, collect your thoughts, and follow these seven tips to make the most of the opportunity: Decide you want the job. Make sure you like what the organization does and that … Continue reading What to do when the hiring manager says: “Name your terms!”

Ten Steps to Drive Change from the Inside

By Peter DiGiammarino | March 13, 2016

If you are frustrated by an organization resistant to embracing a change you believe is right, consider using the following steps as a road map to seeing your ideas through to reality: Get Clear. Write-up and share your point of view. While what you have in mind may seem clear to you, it likely is not yet … Continue reading Ten Steps to Drive Change from the Inside

How the new leadership learns from those with a stake in their success.

By Peter DiGiammarino | February 8, 2016

How it was The relationship between leader and followers has changed over the past 50-years and is still changing. Leaders used to command-and-control workers, who were seen to be basically lazy, having to be told exactly what to do, and motivated only by security and money.  Leaders had top-down authority and a tight rein on … Continue reading How the new leadership learns from those with a stake in their success.

How to frame and drive sales in a services business.

By Peter DiGiammarino | December 8, 2015

Leaders of services businesses are often so busy either delivering their services or hustling to land their next client that they never get around to building a systematic way to deliver more value to current clients. The best service business leaders create an unfair advantage by assigning engagement leaders to deliver on target, on time, … Continue reading How to frame and drive sales in a services business.

How three levels of human identity can be used to build relationships that work across difference.

By Peter DiGiammarino | November 30, 2015

The business case for Diversity and Inclusion programs in organizations has been building for decades. The increasingly global nature of business leaves us with an ever greater need to integrate cross-cultural skills and competencies into multiple levels of system in organizations across the world. As a result, education and change management plans that help leaders, … Continue reading How three levels of human identity can be used to build relationships that work across difference.

Better Risk Data: Regulatory Mandate and Strategic Opportunity

By Peter DiGiammarino | November 16, 2015

Background It is well known that firms with inadequate systems for managing risk are liable to suffer serious breakdowns that interrupt operations and cost the companies dearly in terms of fines, remediation efforts, and damage to their reputations. But firms’ risk management systems are only as good as the data fed into them. What of … Continue reading Better Risk Data: Regulatory Mandate and Strategic Opportunity

How rational actors can reach agreement.

By Peter DiGiammarino | October 27, 2015

Thesis: In the face of the same data, two rational people will make the same decision. Implication: When two people disagree on something it is likely that there is something one knows that the other does not. Strategy: When two people disagree, each should strive to reveal what is relevant that s/he knows and that … Continue reading How rational actors can reach agreement.