Rachel Haurwitz became CEO of Caribou Biosciences right out of graduate school when her colleagues stayed in academia. As a new CEO, she faced challenges in defining strategies for their CRISPR technology but was able to raise $30M in funding. Other CEOs discussed in the article also found the job more difficult than expected as they took responsibility for their companies' success or failure and had to balance the expectations of investors, employees and boards. While the work is challenging, CEOs also find rewards in harnessing team strengths, bringing innovations to market, and seeing others achieve more than they thought possible.
“With great power comes great responsibility”
Taking responsibility is the first step towards leadership. One cannot exist without the other. Effective leaders do not manage people, instead they inspire, coach and enable the people they work with. Experience the difference with People-centric leadership as you put ‘people’ first in people management.
This presentation is used in interactive sessions that help managers with people responsibilities to honestly explore their leadership skills and equip them with the building blocks required to practice people-centric leadership. It’s time we shift our focus back on the people who make our teams and the organization a success story.
Management by walking around emphasizes the importance of interpersonal contact, open appreciation, and recognition. It is one of the most important ways to build civility and performance in the workplace.
Sean's event brochure describes his speaker programs and take-aways. Learn more about the programs and experiences he offers that will energize and equip your team. Strong team cultures are always the result of connections and commitments - find out how Sean can help add energy and impact to your next conference event!
In the special edition, “Inspiring Women Leaders Making a Difference, 2019”, CIO LOOK admire some exceptional women leaders & appreciate their contribution
“With great power comes great responsibility”
Taking responsibility is the first step towards leadership. One cannot exist without the other. Effective leaders do not manage people, instead they inspire, coach and enable the people they work with. Experience the difference with People-centric leadership as you put ‘people’ first in people management.
This presentation is used in interactive sessions that help managers with people responsibilities to honestly explore their leadership skills and equip them with the building blocks required to practice people-centric leadership. It’s time we shift our focus back on the people who make our teams and the organization a success story.
Management by walking around emphasizes the importance of interpersonal contact, open appreciation, and recognition. It is one of the most important ways to build civility and performance in the workplace.
Sean's event brochure describes his speaker programs and take-aways. Learn more about the programs and experiences he offers that will energize and equip your team. Strong team cultures are always the result of connections and commitments - find out how Sean can help add energy and impact to your next conference event!
In the special edition, “Inspiring Women Leaders Making a Difference, 2019”, CIO LOOK admire some exceptional women leaders & appreciate their contribution
The Collaborative Organization ManifestoJacob Morgan
A free ebook which serves as a pre-cursor to my book, The Collaborative Organization. The way we work is changing. New behaviors and technologies are entering the enterprise and organizations are struggling to adapt to these changes. This ebook is the first step in providing a resource that can help evolve businesses into Collaborative Organization's.
[WEBINAR] Four Powerful Systems That Only The BEST Companies DeployJoe Mechlinski
Join Joe Mechlinski, CEO of SHIFT, for an interactive webinar that will reignite your culture. It features the top systems companies deploy to create magnetic, aligned, accountable, and highly engaged workplaces. https://www.shiftthework.com/systems-webinar
A Call to Greatness: Why Chasing Employee Engagement is Thinking Too SmallO.C. Tanner
Any organization can become a stronger magnet for talent, and every organization should. But how? We recently studied attraction and engagement insights and models from industry leaders including: Aon Hewitt, Deloitte, Gallup, and Towers Watson, to discover the six attributes of a culture that inspires engagement.
With so much at risk, one
healthcare organization
creates a team building
playbook that defies the odds
to save lives and dollars!
Learn more about the benefits of DiSC...healthy organizations deliver better care and results.
Organizations and Individuals That Have Invented New Tools for New TimesPaul Schumann
This is Part 8 of an eight part series of presentations entitled Leadership in the Interactive Age, originally presented over the National Technological University's satellite network in January and February, 1995 by Paul Schumann, Donna Prestwood and Barbara Benjamin. Some of the topical references are out of date but the concepts are still valid. They're probably more apparently valid now then they were at the time of the original production.
Organizations should create a culture where people can come together to produce great work and form friendly relationships with each other. Here are some ideas to make that happen.
The Lean Concept of Respect for People was the topic of my recent podcast with David Veech. After reading the transcription of the podcast, I realized how much we talked about individuals and how they perform within teams. David has some great points. This transcription is well worth the time to read.
Employers need engaged people to produce great work. This helps companies lead the way in a competitive market. Disengagement is common, but can be avoided if these three tips are followed.
We often optimize our software for performance, but what also optimizing our development teams for happiness? Take a look at how the tools you choose for your development team can impact developer happiness, and learn how to keep your teams happier and more productive.
*The graph on slide 3 is fabricated data, because studies also show that people are more likely to believe statements accompanied by scientific data.*
The Impact of Starting Leadership Development Earlier: Easier Recruiting, Bet...Qualtrics
We’ve all heard it said that “timing is everything.” This is especially applicable to the timing of leadership development. Most organizations wait nearly a decade before they provide serious development for leaders and individual contributors. This presentation provides evidence that leadership development strongly impacts recruitment of talent, retention of high potential employees and improved organization performance. By waiting organizations incur unneeded costs and deprive large numbers of employees from having the advantage of working for a good boss.
I have just finished leading a large organisation and I thought I would share my views on leadership. This is a personal view but hopefully someone will benefit.
Creative ways to show employee appreciationLisa Baird
So, how do you show your employees that they're valuable to the company? Business News Daily asked business owners and experts for their best tips. Advice ranged from rewarding employees with small gifts and throwing fun group outings to giving employees more responsibility and letting them in on company decisions.
The Collaborative Organization ManifestoJacob Morgan
A free ebook which serves as a pre-cursor to my book, The Collaborative Organization. The way we work is changing. New behaviors and technologies are entering the enterprise and organizations are struggling to adapt to these changes. This ebook is the first step in providing a resource that can help evolve businesses into Collaborative Organization's.
[WEBINAR] Four Powerful Systems That Only The BEST Companies DeployJoe Mechlinski
Join Joe Mechlinski, CEO of SHIFT, for an interactive webinar that will reignite your culture. It features the top systems companies deploy to create magnetic, aligned, accountable, and highly engaged workplaces. https://www.shiftthework.com/systems-webinar
A Call to Greatness: Why Chasing Employee Engagement is Thinking Too SmallO.C. Tanner
Any organization can become a stronger magnet for talent, and every organization should. But how? We recently studied attraction and engagement insights and models from industry leaders including: Aon Hewitt, Deloitte, Gallup, and Towers Watson, to discover the six attributes of a culture that inspires engagement.
With so much at risk, one
healthcare organization
creates a team building
playbook that defies the odds
to save lives and dollars!
Learn more about the benefits of DiSC...healthy organizations deliver better care and results.
Organizations and Individuals That Have Invented New Tools for New TimesPaul Schumann
This is Part 8 of an eight part series of presentations entitled Leadership in the Interactive Age, originally presented over the National Technological University's satellite network in January and February, 1995 by Paul Schumann, Donna Prestwood and Barbara Benjamin. Some of the topical references are out of date but the concepts are still valid. They're probably more apparently valid now then they were at the time of the original production.
Organizations should create a culture where people can come together to produce great work and form friendly relationships with each other. Here are some ideas to make that happen.
The Lean Concept of Respect for People was the topic of my recent podcast with David Veech. After reading the transcription of the podcast, I realized how much we talked about individuals and how they perform within teams. David has some great points. This transcription is well worth the time to read.
Employers need engaged people to produce great work. This helps companies lead the way in a competitive market. Disengagement is common, but can be avoided if these three tips are followed.
We often optimize our software for performance, but what also optimizing our development teams for happiness? Take a look at how the tools you choose for your development team can impact developer happiness, and learn how to keep your teams happier and more productive.
*The graph on slide 3 is fabricated data, because studies also show that people are more likely to believe statements accompanied by scientific data.*
The Impact of Starting Leadership Development Earlier: Easier Recruiting, Bet...Qualtrics
We’ve all heard it said that “timing is everything.” This is especially applicable to the timing of leadership development. Most organizations wait nearly a decade before they provide serious development for leaders and individual contributors. This presentation provides evidence that leadership development strongly impacts recruitment of talent, retention of high potential employees and improved organization performance. By waiting organizations incur unneeded costs and deprive large numbers of employees from having the advantage of working for a good boss.
I have just finished leading a large organisation and I thought I would share my views on leadership. This is a personal view but hopefully someone will benefit.
Creative ways to show employee appreciationLisa Baird
So, how do you show your employees that they're valuable to the company? Business News Daily asked business owners and experts for their best tips. Advice ranged from rewarding employees with small gifts and throwing fun group outings to giving employees more responsibility and letting them in on company decisions.
Talent leaders gathered from around the globe to learn and share recruiting best practices. Here are some of the most inspirational stories and soundbites heard at Talent Connect San Francisco and London.
Continue your talent acquisition transformation at Talent Connect 365: http://linkd.in/1z8YEaf
Sounding Board's mission is to help students and professionals in the process of exploring and evaluating new career opportunities by connecting them with a personalized set of advisors, mentors and great companies.
Best Practices and Thought Leadership in Treasury ManagementIra Apfel
Welcome to Ahead: Best Practices and Thought Leadership for Senior Treasury Management.
The purpose of this publication is to help senior treasury executives better manage and lead their team. It’s a timely topic because treasurers are expected to lead as never before.
Treasurers are expected to think and act strategically, to deploy their staff and the company’s cash more prudently than ever before. Performing traditional treasury processes are merely part of the new reality. Now, they must lead and inspire.
"Ahead" will do just that—keep you out in front of these new challenges. It offers wisdom from the finest leaders in society: the United States military, Silicon Valley and Wall Street. And it offers case studies from treasury executives across a variety of industries: high tech, pharmaceuticals and financial services to name a few.
The need for someone to 'do the job' can be your greatest enemy. In many organizations that have grown beyond owning a single outlet, one of the biggest challenges operators face is finding good managers.
From Comms Professional to CEO’ explores what holds comms people back on their professional journey to leadership positions. The report provides advice for professionals on making the journey to the top based on qualitative research interviews with CEO’s who have a communications background.
1,304,019 views Jun 4, 2012, 901 amThe Top 9 Things Tha.docxjeremylockett77
1,304,019 views | Jun 4, 2012, 9:01 am
The Top 9 Things That Ultimately Motivate Employees to
Achieve
More From Forbes
Glenn Llopis Contributor
Leadership Strategy
I help organization build high-performance leaders, teams and cultures focused on inclusion and the power of
individuality. Leadership in the Age of Personalization.
12/10/19, 9:31 PM
Page 1 of 8
When you wake up in the morning, what is the passion that fuels you to start your day?
Are you living this in your work? If others asked you what drives you to achieve, would the
answer be obvious? The triggers that motivate people to achieve are unique for everyone.
Many would say its money; more people are starting to claim that they are driven to make
a difference. Regardless of what motivates you and drives you to reach peak performance
– it must be managed and balanced. Too much motivation in one area will weaken other
parts of your game.
Motivation has been studied for decades and leaders in the workplace have used
assessments like DISC and Myers-Briggs to determine their employee’s personality types
to better anticipate behaviors and tendencies. Additionally, motivational books are used
as tools to get employees to increase their performance and / or get them back on track.
While assessments, books and other tools can help project and inspire short and long
12/10/19, 9:31 PM
Page 2 of 8
performance, the factors that motivate employees to achieve evolve as they mature and
begin to truly understand what matters most to them. Therefore, as leaders we must hold
ourselves accountable to build meaningful and purposeful relationships that matter with
our employees. This allows us to better understand those we are serving, just as much as
ourselves.
As a leader, don’t just read the assessment scores, get to know those whom you are leading
and be specific about how you help each of them achieve their goals, desires and
aspirations. The objective should be to help one another and to accomplish this each of
you must identify those things that motivate you both to work together.
To help you get the most from your employee relationships, here are the nine (9) things
that ultimately motivate employees to achieve. As you read this, think of how you associate
with each of them. Share your story and perspectives – and comment about it. This is a
hot topic and the more we can discuss it, we can help one another become better leaders.
1. Trustworthy Leadership
Leaders that have your back and that are looking out for your best interests – will win the
trust of their employees who in turn will be more motivated to achieve. I once had a
department manager that always looked out for me. He was upfront in communicating his
performance expectations and his feedback was direct. He never treated me like a
subordinate and looked for ways to include me in senior management meetings. This
opened my eyes to what lied ahead in my career and thus motivated me to re ...
Great Leadership Makes a Great WorkplaceFlashPoint
In our Leadership Forum series "Great Leadership Makes a Great Workplace", we show how leaders make a difference, and how The Leadership Challenge® and the LPI, used as a leadership development tool, can enhance employee engagement in your organization. The Leadership Challenge is a leadership development resource for Executives, Manager, Emerging Leaders, - anyone with a desire to engage and inspire others. Consisting of a simple, but effective model, The Leadership Challenge develops leaders through assessment, measurement, learning, and practices. Whether taken as a 360 assessment, internal workshop, public workshop, or coaching, The Leadership Challenge helps you and your team to achieve the extraordinary. We invite you to learn more about this powerful tool. - The Sonoma Leadership Systems Team
http://sonomaleadership.com/what-is-the-leadership-challenge
Have you ever been blindsided by the departure of a good team member? Have you had team issues boil over and affect long-term chemistry? Or, conversely, have you seen the positive momentum of a team with purpose and alignment between their interests and their roles and responsibilities?
What Makes A Good Leader? Essay
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This treatise was my final paper for Ethical Leadership at Northeastern University, MA.
It is by no means exhaustive of my beliefs about ethical leadership but gives a broad overview of what is important.
I hope it inspires you to pursue great ethical leadership.
Matt
1. How I Became a CEO
August 10, 2016
Case categories include: !Entrepreneurship !Executive Development !Leadership !Strategy & Planning !Trends
By Warren Lutz
Being a CEO was not exactly what Rachel Haurwitz had envisioned for herself—at least not as her
very first job.
Haurwitz was still a UC Berkeley grad student when she and three colleagues began working with
a unique genome editing tool, CRISPR, and created a startup to explore its commercial potential.
When her colleagues elected to stay in academia, Haurwitz became the CEO of that startup,
Caribou Biosciences.
In the four years since, Haurwitz, now 31, has transformed Caribou into a growing enterprise by
raising $30M in funding and negotiating strategic partners with global companies such as Novartis. She says her lack
of experience was both a hurdle and a blessing.
“If I could go back, I would probably have taken more business classes or tried to intern at a biotech company before
jumping into becoming a CEO,” she says. “But I had enough knowledge at my fingertips to hit the ground running. I
had naiveté, but that helped because I didn’t know how hard it was going to be.”
While public perception of CEOs is that they have “cushy” jobs and get paid handsomely for telling everyone else what
to do, Alliance members know the truth. The CEO accepts the responsibility for an organization’s success or failure,
and is the one most likely to lie awake at night worrying about the challenges and threats that lie ahead. And between
customers, employees, investors and board members, nobody has more people to answer to than a CEO.
For Haurwitz, the biggest challenge of being a CEO was deciding what to do with technology that had great potential.
“We could have built 500 different versions of the company, so the hardest part has been how to focus and define a
near-term and long-term strategy. It’s really finding the path forward.”
Nadim Maluf, CEO of Qnovo, learned plenty about being a CEO from the ones he worked for. “By
2008, I had worked for several CEOs, half of whom I admired, and the other half, I utterly
disrespected,” he said. “Invariably, the CEOs I admired were able to recognize the strength of their
teams and build on those strengths. For CEOs who did not perform to my level of expectation, it
was the opposite. When you get a sense from other employees that coming into work is a chore,
that’s your first sign that something is wrong.”
Building and nurturing a team is what Maluf finds both the most enjoyable and most challenging
part of his job. “I once asked my organization why companies fail. The answers were diverse and
typical, ranging from bad business models to running out of money. In reality, companies, especially small companies,
fail because of bad teams. The rest are symptoms of bad teams and poor leadership. So what I enjoy the most is our
team. I love working with A teams; building A teams; nurturing A teams; inspiring and challenging A teams.”
2. For some Alliance members, reaching the CEO’s chair was the fulfillment of a career-long goal. So
it was for Chris Rivielle, who was recruited in 2015 to become the President & CEO of Plant
Construction Company. But there were still huge lessons Rivielle had to learn.
“One was that you must have patience, and that your patience is going to be strained and
stretched,” he said. “You need to make sure what you’re seeing and what you’re thinking is
accurate, and you can only do that over time. You also need to make sure you have the right
people in place at the right time and that they have the necessary resources before you act, and
often things aren’t resolved as quickly as you would like. When I was an executive, I didn’t have to
be patient—I just had to execute.”
Rivielle also learned to over-communicate. “I learned that even when I was crystal clear with my message and
thoughtful in my delivery, one or more of my extended teams would interpret it differently,” he said. “You have to
communicate the same message over and over again, because when you’re communicating with large numbers of
people, your message is almost never received the way you intended it to be to all the first time.”
Kirsten Bay, President & CEO of security platform provider Cyber adAPT, wanted to be a CEO to
help people and make an impact. “In that sense, the job has met my expectations,” she says. “But
I didn’t understand the ability I had to see the potential in other people and push them to do even
better than they thought they could. That has been my biggest surprise and also the greatest joy.
It’s what gets me up every day.”
Bay, who has been a CEO twice before, says there are difficulties, too. “Board dynamics and
managing the different expectations of board members has certainly been one of the more
challenging aspects of the job,” she said. “Learning to create a solid partnership with your board is
important.” So is maintaining a work/life balance—which can be hard with so many responsibilities on a CEO’s plate.
“You need to take time for yourself to stay nimble in your thinking,” Bay says. “You can become so task oriented that
you lose that sharpness. I notice it creeping in when I start answering emails too quickly. It’s important to slow down
and think.”
Sameer Padhye, Founder & CEO of FixStream Networks, spent 20 years in senior management
roles at Cisco, but found all that experience didn’t make running a much smaller company any
easier. “There’s a huge change of dynamics,” Padhye said. “In a large company, you have a roof
over your head that is provided by the company. When you become a CEO of a small company,
you become the roof. You make all the decisions. Your team is very small, so when someone
doesn’t perform or leaves the company, it has a huge impact.”
While the challenges are many, Padhye enjoys having the freedom to make his own decisions. He
also loves interacting with customers. “Our business is changing the way things are done. Getting
our customers’ feedback, being able to react quickly with a very small team, and bringing new innovations to market—
that whole process is very exciting.”
3. Timothy Robertson had worked at various startups, but never as CEO until he and a
neighborhood friend launched Vium in 2013 to automate pre-clinical animal research. For the first
year of the company, when it was just Robertson and his Vium co-founder, “there wasn’t very much
CEO-ness about the job,” he says. “We were in the basement talking about business and I kept
asking myself, am I doing the CEO job? Am I succeeding? It didn’t start to feel like a real job until
we started raising money, because then people look to you and they expect you to have answers.”
As Vium grew, Robertson, who says he is “inherently an introvert,” had to become more
comfortable being the center of attention, simply by virtue of his title. With 50 people now on staff, Robertson is
learning how to project his leadership more effectively. “When you assume people know what they are doing, you
generally interact with them only when problems come up, which can create an undercurrent of negativity,” he said.
“I’ve had to learn to stretch and interact more, and to be much more positive and more thoughtful about the words I
use.”
He’s also learned to recognize his limitations. “Most CEOs are very capable individuals and there were probably times
in their careers when they did superhero things on their own,” he says. “You can’t do that as a CEO. No matter how
hard you work, it’s really about harnessing the capabilities of others. You have to work smarter. It’s a big shift.”
While the public’s perception of CEOs may be off base, the expectations these Alliance members had about the job
were not a hundred percent accurate, either. Being a CEO was infinitely harder than anyone thought, no matter how
much experience they had—but more rewarding, too.
Perhaps the only certainty about being a CEO is that there’s no certainty at all. And yet, who would want it any other
way?
About
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challenging existing assumptions and generating fresh ideas.
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