Tag Archives: leadership development

Case: The Ideal Mix of Sr. Executive Team Skills for Success

Case Background

Leaders of fast-growing, early-stage organizations operate at a fast pace. Often, the last thing there is time to do is to assess the top team’s skills and performance to determine how to prepare them for the next stage of growth.

Most team members know each other pretty well. They have a good idea about:

  • What each other is good at doing.
  • What each has contributed.
  • How each has grown.
  • What each should focus on next to improve.

However, team members rarely have the time, energy, training, or nerve to share what they know in a forthright, supportive conversation with one another.

Yet there are serious consequences to not providing feedback when it is needed most. As highlighted in the Wall Street Journal article, “How To Tell If You Are a Jerk in the Office” (C-Suite Strategies, Journal Report, Feb 23, 2015), confidential feedback for executives is important. Not only are leaders and co-workers affected adversely by dysfunctional behavior, but business performance and customer service can be damaged, often permanently, if poor behavior continues.

IntelliVen, a San Francisco-based executive development organization, uses a proprietary approach to help top leaders and their teams address executive feedback issues head-on. For example, IntelliVen worked with a fast-paced, $10M financial analytics firm serving Freddie Mac, U.S. Treasury, and Capital One among other leading financial institutions. The IntelliVen approach was used to assess the firm’s top team of senior executives relative to norms for successful organizations at a similar stage of evolution and to identify individual and team opportunities for learning.

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Transition Plan for CEOs

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 job. We’ll explore three key steps to a successful transition plan for CEOs.

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How Top CEOs Manage Their Time

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 just as much time as I’d always had. In fact, I had the same amount of time each day that both Da Vinci and Einstein had, and that my job, same as ever, was to make the most of it! Continue reading How Top CEOs Manage Their Time

Your Case is the Course

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 thereStrategic 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 leaders would like it next to be considering external and internal threats and opportunities.

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How a new skill becomes core to leadership.

A new competence integrates into leadership skill sets in a three-stage sequence. It was true for Information Technology (IT) over the past 60 years and it is proving true again for Organization Development (OD).  (Excerpted from the Get Loose Chapter of Manage to Lead: Seven Truths to Help You Change The World)

A new competence integrates into an organization in a three-stage sequence:

Stage 1: New competence provided by a source outside the organization.

Stage 2: New competence brought inside the organization as staff-support.

Stage 3: New competence becomes a pervasive skill across the organization.

odimage03-flowchart

Example: Information Technology (IT)

Information Technology competence was non-existent in organizations before World War II. After the war leaders drew on outside experts and eventually staffed internal IT departments. Only in the past few decades have organization leaders been defined by their IT competence.

odimage02-stages
Click to see evolution of IT competence in organizations over time.

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