In the year 2002, Warren Buffett made an admission that he had not been as vigilant as he should have been in his role as Director of the various subsidiaries of his holding company, Berkshire Hathaway. In a letter to the shareholders he wrote “ Too often I was silent when management made proposals that I judged to be counter to the interest of the shareholders. In those cases, collegiality trumped independence and a certain social atmosphere presides in boardrooms where it becomes impolitic to challenge the Chief Executive.
Kevin Sharer, Chairman of Amgen, the US biotech company, portrayed a very different relationship between board and chief executive. “ Working with the board is vital, complex, and beyond your prior experience. It is among the most complex human relationships, especially if you are the chairman, when you are their boss, and they are your boss. Get the relationship right or it will hurt you.
These two very different experiences open a new book, Boards that Lead- When to take charge, When to Partner and When to stay out of the way. The central premise of the books is a plea. “ Governing boards should take more active leadership of the enterprises, not just monitor its management?
The growing complexity of markets and strategy, the authors say, is one of the biggest challenges for board members. It also means that they cannot afford to sit back and rubber stamp executive’s plans.
Boards often fail to do their job, they point out, for example failing to do their due diligence. They cite the example of Yahoo’s Chief Executive Scott Thompson. After a few months in the post, it was discovered that he had listed a degree in both accounting and computer science, but had actually earned only the first.
A good book to read move from Delivering to Leading.
Happy Reading
Why is a great company culture so rare? How can you make sure your organization has one? The good news is that creating an inspiring and sustainable culture is not as hard as you might think. Dr. David “Doc” Vik reveals the keys to success in The Culture Secret.
A remarkable culture begins with visionary leaders who help their teams take a holistic approach to creating engagement inside their companies and sharing it with customers. Discover how to take culture beyond casual Friday and into more meaningful conversations like:
•Driving Vision
•Defining Purpose
•Clear business model
•Unique/WOW factors
•Meaningful Values
•Inspired Leadership
•Great customers and customer service
•Brand enhancement
•Experience and the emotional connection
If you don’t think you have to focus on attracting—and retaining—the best employees in today’s hypercompetitive war for talent, you are living in the past. The employees and customers of today have a choice and a voice. The secret to culture is simple: take care of your people, never stop innovating, and leave customers wowed. Build a better culture to secure the future for any organization
A company is in Prime when form and function are in balance. The what and the how are in balance. Prior to Prime, function is more important than form. In other words, what we do is more important than how we do it. After Prime, how we do it is more important than what we do. That is why, after Prime, how you do something and whom you know is more important than what you do. In Prime, the what and how are in balance. In Prime, the company is both flexible and in control. Prior to Prime, the company is flexible, but not very much in control of itself. After Prime, control is very high, and the company loses flexibility. In Prime, flexibility and control are together.
However, in a company in Prime, the management is not as flexible as before Prime, because there is professional management: The tendency to depend on any single indispensable individual does not exist as it does in younger companies. On the other hand, in Prime, the organization has a strategic outlook without losing attention to detail. Furthermore, the organization does not look only at detail without losing its strategic outlook, so the company in Prime has controlled flexibility, and it doesn’t depend on any single individual.
Whether corporate governance is a burden meant to report compliance on companies’ performance, or can it be used as a competitive advantage in view of the changing laws, awareness and scenario is the important question which is present in the minds of those at the top of the company affairs including the CEO, Directors and Boards.
The book under reference, “Boards that Deliver”, by Ram Charan attempts to answer this question in a certain and prudent manner. The author believes that with the right set of practices, any group of directors can become a board that delivers value to the management and to the investors and goes ahead to demonstrate his points giving directions on various steps to be taken to make this happen.
• Performance is what an enterprise delivers to its shareholders in the here and now, evaluated through such measures as net operating profit, return on capital employed, total returns to share- holders, net operating costs, and stock turn.
• Health is the ability of the organization to align, execute, and renew itself faster than its competition, allowing it to sustain exceptional performance year in, year out
Strong Leaders at all levels within an organization are a requisite for business success. Yet the leadership pipeline –internal architecture for growing leaders is often broken or
nonexistent. This updated edition of the bestselling book has been revised to help address the challenges of today’s business environment. Anchored in experience based case studies, this
remarkable book synchronizes a proven model for planning leadership succession and development for corporate organizations. The Second edition is an improvement based on
learning and review of the authors who have drawn their work at more than one hundred international companies over a period of ten years since the first edition of the book with the same title was published. The book under review is addressed to the leading corporate organizations, where the succession path of leaders/ chief executives is being formulated & executed on a continuous basis to perpetuate the organization and make it strong and robust while facing trials and tribulations of corporate growth and success.
Why is a great company culture so rare? How can you make sure your organization has one? The good news is that creating an inspiring and sustainable culture is not as hard as you might think. Dr. David “Doc” Vik reveals the keys to success in The Culture Secret.
A remarkable culture begins with visionary leaders who help their teams take a holistic approach to creating engagement inside their companies and sharing it with customers. Discover how to take culture beyond casual Friday and into more meaningful conversations like:
•Driving Vision
•Defining Purpose
•Clear business model
•Unique/WOW factors
•Meaningful Values
•Inspired Leadership
•Great customers and customer service
•Brand enhancement
•Experience and the emotional connection
If you don’t think you have to focus on attracting—and retaining—the best employees in today’s hypercompetitive war for talent, you are living in the past. The employees and customers of today have a choice and a voice. The secret to culture is simple: take care of your people, never stop innovating, and leave customers wowed. Build a better culture to secure the future for any organization
A company is in Prime when form and function are in balance. The what and the how are in balance. Prior to Prime, function is more important than form. In other words, what we do is more important than how we do it. After Prime, how we do it is more important than what we do. That is why, after Prime, how you do something and whom you know is more important than what you do. In Prime, the what and how are in balance. In Prime, the company is both flexible and in control. Prior to Prime, the company is flexible, but not very much in control of itself. After Prime, control is very high, and the company loses flexibility. In Prime, flexibility and control are together.
However, in a company in Prime, the management is not as flexible as before Prime, because there is professional management: The tendency to depend on any single indispensable individual does not exist as it does in younger companies. On the other hand, in Prime, the organization has a strategic outlook without losing attention to detail. Furthermore, the organization does not look only at detail without losing its strategic outlook, so the company in Prime has controlled flexibility, and it doesn’t depend on any single individual.
Whether corporate governance is a burden meant to report compliance on companies’ performance, or can it be used as a competitive advantage in view of the changing laws, awareness and scenario is the important question which is present in the minds of those at the top of the company affairs including the CEO, Directors and Boards.
The book under reference, “Boards that Deliver”, by Ram Charan attempts to answer this question in a certain and prudent manner. The author believes that with the right set of practices, any group of directors can become a board that delivers value to the management and to the investors and goes ahead to demonstrate his points giving directions on various steps to be taken to make this happen.
• Performance is what an enterprise delivers to its shareholders in the here and now, evaluated through such measures as net operating profit, return on capital employed, total returns to share- holders, net operating costs, and stock turn.
• Health is the ability of the organization to align, execute, and renew itself faster than its competition, allowing it to sustain exceptional performance year in, year out
Strong Leaders at all levels within an organization are a requisite for business success. Yet the leadership pipeline –internal architecture for growing leaders is often broken or
nonexistent. This updated edition of the bestselling book has been revised to help address the challenges of today’s business environment. Anchored in experience based case studies, this
remarkable book synchronizes a proven model for planning leadership succession and development for corporate organizations. The Second edition is an improvement based on
learning and review of the authors who have drawn their work at more than one hundred international companies over a period of ten years since the first edition of the book with the same title was published. The book under review is addressed to the leading corporate organizations, where the succession path of leaders/ chief executives is being formulated & executed on a continuous basis to perpetuate the organization and make it strong and robust while facing trials and tribulations of corporate growth and success.
Overview of Strategy Execution Management - Vision without Execution - The Ha...Tom Willingham
Welcome to an Overview of Strategy Execution Management and the KeyneLink Process. We’ve spent over a decade working with our Partners at KeyneInsight to understand what it takes to build an organization that consistently executes its Strategy year-after-year.
Unfortunately, the odds are stacked against most organizations. We’ve found that:
1. Every organization has an “execution management system” but doesn’t know what it is.
2. People who’ve never had to be accountable for results are scared of the thought.
3. Many individuals value the status quo of being left alone and not challenged.
4. Most businesses would disagree when challenged about their Execution...it’s like challenging whether or not they have “Integrity”.
There are two types of activities found in organizations:
1. Activities that move an organization forward
2. Day-to-Day activities of running the business
Without a system in place, the Day-to-Day activities take priority and consume employee’s time.
Your organization may or may not be ready to improve its Execution and establish Strategy Execution Management as a core competency, but this topic needs to be on your radar. So enjoy the education being shared with you today.
After briefly reviewing the existing literature on team coaching, we propose a new
model with three distinguishing features. The model (1) focuses on the functions that
coaching serves for a team, rather than on either specific leader behaviors or leadership
styles, (2) identifies the specific times in the task performance process when
coaching interventions are most likely to have their intended effects, and (3) explicates
the conditions under which team-focused coaching is and is not likely to
facilitate performance.
This article presents the Strategy Execution Model– a comprehensive management model that allows managers to master one of the greatest management challenges – successfully implementing strategies. The powerful framework incorporates 18 success factors that are related to the strategy, its execution, mobilizing the people, aligning the organization and building systems to monitor and control the execution. Collectively, these tools help organizations plan and execute their strategies but also monitor, learn and adapt their strategy and its execution to achieve sustainable organizational success.
This is a quick review of the concepts in Jim
Collins' book Good to Great. In particular, we look at the hedgehog, the flywheel, and leadership as defined by companies that went from good to great.
Finance and Investment Toolkit - Framework, Best Practices and TemplatesAurelien Domont, MBA
This Toolkit was created by ex-McKinsey & Deloitte Consultants, and JP Morgan Investment Bankers, after more than 1,000 hours of work. It is considered the world's best & most comprehensive Finance & Investment Toolkit. It includes all the Frameworks, Tools & Templates required to improve the capability of your organization and boost your career. You can download the entire Toolkit in Powerpoint and Excel at www.slidebooks.com
Operational Excellence Models, Strategies, Principles & ToolsAurelien Domont, MBA
Toolkit Downloadable at www.slidebooks.com | Created By ex-McKinsey & Deloitte Consultants | Download and Reuse Now 10+ Operational Excellence Models, Strategies, Principles & Tools.
Leadership and Managerial Skills Toolkit - Framework, Best Practices and Temp...Aurelien Domont, MBA
This Toolkit was created by ex-McKinsey, Deloitte & BCG Management Consultants specialized in coaching leaders and managers. It will help you (I) Resolve complex problems and structure your reasoning, (II) Communicate effectively, (III) Negotiate effectively, (IV) Manage your time, (V) Manage your team, (VI) Define who you want to be, and what you want to achieve. This Toolkit was used to train the leadership team and the managers of multiple Fortune Global 1000 firms. This Slideshare Powerpoint presentation is only a small preview of our Toolkit. You can download the entire Toolkit in Powerpoint and Excel at www.slidebooks.com
Strategy palette as a unifying choice framework. It is designed to help leaders match their approach to strategy to the circumstances at hand and execute it effectively, to combine different approaches to cope with multiple or changing environments, and, as leaders, to animate the resulting collage of approaches. The strategy palette consists of five archetypal approaches to strategy, which can be applied to different parts of your business:
• Classical: I can predict it, but I can’t change it.
• Adaptive: I can’t predict it, and I can’t change it.
• Visionary: I can predict it, and I can change it.
• Shaping: I can’t predict it, but I can change it.
• Renewal: My resources are severely constrained.
OKR COACH CERTIFICATION. LIMITED NO OF SEATS!
Become an OKR Coach and achieve amazing results and sustainable growth for you Company.
Setting Objectives and Key Results for your Business
To succeed in executing strategy in today’s fast-paced digital age, you need to have the correct mindset, the correct methodologies, and the correct Tools in order to develop, communicate, and implement your strategy and deliver the right results quickly.
OKRs (Objectives and Key Results) are a goal-setting methodology developed by Intel and popularized by Google. It focuses the organization on greatness to achieve its overall strategy, and has gained significant traction with the release of John Doerr’s book Measure What Matters.
The authors of Primed to Perform and founders of Vega Factor, Neel Doshi and Lindsay McGregor, share the science of high performing cultures. Their proprietary and quantitative research on the concept of total motivation finally transforms the art of building legendary cultures into a science and engineering discipline.
Get a FREE performance management kit and access to all of Victor's full videos at:
www.lifecycle-performance-pros.com
This presentation discusses the common obstacles to successfully managing organizational performance, namely aligning performance to organizational goals and objectives. This presentation discusses the 4 key alignment areas and offers techniques on how to successfully align perform to each area.
Strategy Execution
Success = Strategy + Execution
Do You Want to Crush your Sales Numbers? Strategy execution is the key to competitive advantage.
Then why are you spending so much time on building marketing plans compared to the time you spend on planning sales execution? The magic is in the execution!
Learn my 5 Step process to turning strategy into sales.
I can be reached at steven@starrseults.com or https://www.starresults.com/strategy-execution/
Regards,
Steven Rosen
An agile approach to organizational development. The Acelera The Sprint is an iterative innovation process focused on the creation of value and the priorities of the organization, which compresses years of learning in just a few months, accelerating the transformation via integrated agile teams, massive collaboration as a value creation model and putting the emphasis on the development of transformative leadership and the adoption of agile methodologies and new digital ways of doing.
Focus the hidden driver of excellence- SummaryGMR Group
Daniel Goleman begins by explaining how we pay attention, how we focus and how we make fundamental decisions based on an overview of the anatomy of our brain. He explains the difference between “bottom up” thinking, where our more primitive brain (the amygdala) drives basic reactive thought and instinct based fast thought, such as what drives us (food, sex, emotion) and the slower “top down” thinking that emanates from our more advanced pre-frontal cortex or executive functioning brain. Critically to understand how these work one must also understand how they conflict and how they complement one another. Understanding the way the brain works helps us understand and influence whether we merely react or whether we control our thought.
The book then goes on to explore a somewhat eclectic selection of brain functions and attributes that form our thought processes. He explores how we perceive others, or “read” them; the role of empathy in our thinking; how we perceive patterns or fail to; how we act upon immediate threats but largely ignore distant threats; and how these thinking patterns help us to succeed and to fail.
He discusses how not the amount of practice but the quality of practice defines how proficient we are. He challenges the 10,000 hour myth, in which it is argued that a talent or skill is developed to proficiency with 10,000 hours of practice explaining that proficiency and mastery require quality practice for many hours.
An interesting book to read for developing a good Leadership Traits.
Overview of Strategy Execution Management - Vision without Execution - The Ha...Tom Willingham
Welcome to an Overview of Strategy Execution Management and the KeyneLink Process. We’ve spent over a decade working with our Partners at KeyneInsight to understand what it takes to build an organization that consistently executes its Strategy year-after-year.
Unfortunately, the odds are stacked against most organizations. We’ve found that:
1. Every organization has an “execution management system” but doesn’t know what it is.
2. People who’ve never had to be accountable for results are scared of the thought.
3. Many individuals value the status quo of being left alone and not challenged.
4. Most businesses would disagree when challenged about their Execution...it’s like challenging whether or not they have “Integrity”.
There are two types of activities found in organizations:
1. Activities that move an organization forward
2. Day-to-Day activities of running the business
Without a system in place, the Day-to-Day activities take priority and consume employee’s time.
Your organization may or may not be ready to improve its Execution and establish Strategy Execution Management as a core competency, but this topic needs to be on your radar. So enjoy the education being shared with you today.
After briefly reviewing the existing literature on team coaching, we propose a new
model with three distinguishing features. The model (1) focuses on the functions that
coaching serves for a team, rather than on either specific leader behaviors or leadership
styles, (2) identifies the specific times in the task performance process when
coaching interventions are most likely to have their intended effects, and (3) explicates
the conditions under which team-focused coaching is and is not likely to
facilitate performance.
This article presents the Strategy Execution Model– a comprehensive management model that allows managers to master one of the greatest management challenges – successfully implementing strategies. The powerful framework incorporates 18 success factors that are related to the strategy, its execution, mobilizing the people, aligning the organization and building systems to monitor and control the execution. Collectively, these tools help organizations plan and execute their strategies but also monitor, learn and adapt their strategy and its execution to achieve sustainable organizational success.
This is a quick review of the concepts in Jim
Collins' book Good to Great. In particular, we look at the hedgehog, the flywheel, and leadership as defined by companies that went from good to great.
Finance and Investment Toolkit - Framework, Best Practices and TemplatesAurelien Domont, MBA
This Toolkit was created by ex-McKinsey & Deloitte Consultants, and JP Morgan Investment Bankers, after more than 1,000 hours of work. It is considered the world's best & most comprehensive Finance & Investment Toolkit. It includes all the Frameworks, Tools & Templates required to improve the capability of your organization and boost your career. You can download the entire Toolkit in Powerpoint and Excel at www.slidebooks.com
Operational Excellence Models, Strategies, Principles & ToolsAurelien Domont, MBA
Toolkit Downloadable at www.slidebooks.com | Created By ex-McKinsey & Deloitte Consultants | Download and Reuse Now 10+ Operational Excellence Models, Strategies, Principles & Tools.
Leadership and Managerial Skills Toolkit - Framework, Best Practices and Temp...Aurelien Domont, MBA
This Toolkit was created by ex-McKinsey, Deloitte & BCG Management Consultants specialized in coaching leaders and managers. It will help you (I) Resolve complex problems and structure your reasoning, (II) Communicate effectively, (III) Negotiate effectively, (IV) Manage your time, (V) Manage your team, (VI) Define who you want to be, and what you want to achieve. This Toolkit was used to train the leadership team and the managers of multiple Fortune Global 1000 firms. This Slideshare Powerpoint presentation is only a small preview of our Toolkit. You can download the entire Toolkit in Powerpoint and Excel at www.slidebooks.com
Strategy palette as a unifying choice framework. It is designed to help leaders match their approach to strategy to the circumstances at hand and execute it effectively, to combine different approaches to cope with multiple or changing environments, and, as leaders, to animate the resulting collage of approaches. The strategy palette consists of five archetypal approaches to strategy, which can be applied to different parts of your business:
• Classical: I can predict it, but I can’t change it.
• Adaptive: I can’t predict it, and I can’t change it.
• Visionary: I can predict it, and I can change it.
• Shaping: I can’t predict it, but I can change it.
• Renewal: My resources are severely constrained.
OKR COACH CERTIFICATION. LIMITED NO OF SEATS!
Become an OKR Coach and achieve amazing results and sustainable growth for you Company.
Setting Objectives and Key Results for your Business
To succeed in executing strategy in today’s fast-paced digital age, you need to have the correct mindset, the correct methodologies, and the correct Tools in order to develop, communicate, and implement your strategy and deliver the right results quickly.
OKRs (Objectives and Key Results) are a goal-setting methodology developed by Intel and popularized by Google. It focuses the organization on greatness to achieve its overall strategy, and has gained significant traction with the release of John Doerr’s book Measure What Matters.
The authors of Primed to Perform and founders of Vega Factor, Neel Doshi and Lindsay McGregor, share the science of high performing cultures. Their proprietary and quantitative research on the concept of total motivation finally transforms the art of building legendary cultures into a science and engineering discipline.
Get a FREE performance management kit and access to all of Victor's full videos at:
www.lifecycle-performance-pros.com
This presentation discusses the common obstacles to successfully managing organizational performance, namely aligning performance to organizational goals and objectives. This presentation discusses the 4 key alignment areas and offers techniques on how to successfully align perform to each area.
Strategy Execution
Success = Strategy + Execution
Do You Want to Crush your Sales Numbers? Strategy execution is the key to competitive advantage.
Then why are you spending so much time on building marketing plans compared to the time you spend on planning sales execution? The magic is in the execution!
Learn my 5 Step process to turning strategy into sales.
I can be reached at steven@starrseults.com or https://www.starresults.com/strategy-execution/
Regards,
Steven Rosen
An agile approach to organizational development. The Acelera The Sprint is an iterative innovation process focused on the creation of value and the priorities of the organization, which compresses years of learning in just a few months, accelerating the transformation via integrated agile teams, massive collaboration as a value creation model and putting the emphasis on the development of transformative leadership and the adoption of agile methodologies and new digital ways of doing.
Focus the hidden driver of excellence- SummaryGMR Group
Daniel Goleman begins by explaining how we pay attention, how we focus and how we make fundamental decisions based on an overview of the anatomy of our brain. He explains the difference between “bottom up” thinking, where our more primitive brain (the amygdala) drives basic reactive thought and instinct based fast thought, such as what drives us (food, sex, emotion) and the slower “top down” thinking that emanates from our more advanced pre-frontal cortex or executive functioning brain. Critically to understand how these work one must also understand how they conflict and how they complement one another. Understanding the way the brain works helps us understand and influence whether we merely react or whether we control our thought.
The book then goes on to explore a somewhat eclectic selection of brain functions and attributes that form our thought processes. He explores how we perceive others, or “read” them; the role of empathy in our thinking; how we perceive patterns or fail to; how we act upon immediate threats but largely ignore distant threats; and how these thinking patterns help us to succeed and to fail.
He discusses how not the amount of practice but the quality of practice defines how proficient we are. He challenges the 10,000 hour myth, in which it is argued that a talent or skill is developed to proficiency with 10,000 hours of practice explaining that proficiency and mastery require quality practice for many hours.
An interesting book to read for developing a good Leadership Traits.
“ The Attacker’s Advantage” . This book is very contextual to the current environment and our preparation and transition to new Leadership Traits and dress for the future.
Strategists often see their road as a straight one with obstacles on the horizon to be dealt with as they appear. Author Ram Charan cautions that the real obstacles are much closer. Just around every corner lurk outliers, competitors, consumers, other industries and government policies that can quickly upset the apple cart.
One example: During the financial crisis, banks and financial services companies tightened lending practices. Small businesses couldn’t get loans, and consumers couldn’t obtain mortgages. There was a domino effect on other industries.
Charan believes that companies were too focused on daily operations, lacking the “perceptual acuity” to see a bigger picture. They looked at things from the inside out and relied on what they knew.
Catalysts, on the other hand, see things others don’t. They are creative thinkers who are one step ahead of everyone else.
They can also mine gold from “dead” technology. Steve Jobs found a new use for Gorilla Glass, a decades-old product mothballed by Corning Glass. Elon Musk’s solar-charged Tesla home battery could be the answer to offsetting high electric bills a decade from now.
How do you become a catalyst? This book gives some ideas .
The book is organized around 4 sections
• The fundamental Leadership challenge of our time
• Building on Perceptual acuity
• Going on the offense
• Making the organization agile
Each of these 4 sections build on one another
• Section one centers on the challenge of structural change, the algorithmic revolution and identifying early warning signs.
• Section two identifies the catalysts – people, government, companies of change and understanding what it is they see, and tools for developing perceptual acuity.
• Section three focuses on defining a path and developing a mindset of taking the offense.
• Section four outlines the use of idea-generating Joint Practice sessions ( JPS) which also provide transparency and coordination and , lastly , the what, who and how decision making to zero in on critical decision nodes.
Happy reading
This is an outstanding book on People Process especially getting people on board . Whether you are the Chairman , MD , CEO , CFO , HR head or a functional head one of the key and critical accountability is to get the right people on the bus and into the key seats. Anyone who strives to lead from the Good to Great would do well to grow by delving into Claudio’s work, for he is a true master. He gives a brilliant perspective into the fourth era of people decisions for all organizations striving to keep pace with this rapidly changing, increasingly complex world.
As per Daniel Goleman – Emotional Intelligence – “ People decisions are some of the most difficult, yet most consequential choices managers/leaders make. It is not the How or the what but the who has engaging, practical, and evidence based wisdom that will help anyone with this essential task. Claudio offers up a rich collection of penetrating insights . The book offers every Manager / Leader sound direction on what to do Monday morning .
An excellent book on how to execute on great people decisions- extremely relevant for thoughtful executives – “ Hire for Potential & Just not experience “
Finally , a focus on hiring for insatiable curiosity and the insight to see connections, all to achieve collective greatness.
Happy Reading
This book was published in the year 2006 .
The book, Games Indians Play, is essentially a game theoretic approach to analyzing the collective behavior of Indians. In this book, moving away from finance, he uses game theory and behavioral economics to analyze the collective behavior of Indians.
Using the most basic concepts of game theory as developed by John von Neumann, Oskar Morgenstern and John Nash, the author examines the individual versus the collective behavior of Indians and its implications for public infrastructure in particular and for the quality of life in India, in general. He contends that Indians pursue selfish strategies and are highly corrupt and demonstrates how this prevents us from facing the challenges to our society today. The book presents an analysis of how our common behavioral traits are preventing us from reaching the efficient equilibrium of a developed society.
The author talks about the ‘Indian-ness’ of Indians, by which he means behavioral traits like throwing garbage anywhere with gay abandon, or spitting with a free will, or tearing pages from library books or leaving public toilets dirty or not stopping cars when senior citizens are crossing the road or not taking a stand against social ills or jumping queues, etc. The book is an attempt to explain these peculiar behavior traits, of maximizing private utility with little regard for social utility, in the framework of game theory.
The motivation to write this book for Mr.Peter Schwartz came from Royal Dutch/Shell group success in using scenarios to anticipate the oil crisis in the 1980’s . Shell was one of the few companies that managed this crisis. The following are the key points that may be of interest and assist the professionals in making better decisions in planning events in your life or the organization you work with:
• Too many people react to uncertainty with denial. They create blind spot for themselves.
• Scenarios are a tool for helping us to take a long view in a world of VUCA. Once you get used to the idea of scenarios, using them comes more easily.
• Scenario planning is about making choices today with an understanding of how they might turn out. This type of planning comes easy to some people. For others, it takes practice. Be patient, the end result of proper planning is worth the effort. Remember the 6 P’s of planning – Proper Planning Prevents Piddley Poor Performance.
• Scenarios can be used
To plan a business
To Judge an investment
To choose an education
To look for a job.
• Scenarios are not predictions. Rather , it is vehicles for helping the people learn & help the people to perceive futures in present.
• Scenarios deal with two worlds
The world of facts. Gather and transform information of strategic significance into fresh perspectives.
The world of perceptions. You are looking for the “aha” feeling.
What the World can Learn from Finnish Lessons
In the course of about 3 decades ( 1980-2010) , the national education system of Finland progressed from one which was “ nothing special” to one that produces students whose academic achievement is so consistently outstanding that Finland’s system is often referred to as the best in the world. This book describes how Finland achieve that transformation.
In this books , Pasi Sahlberg details the policy decisions that guided that transformation. He documents the choice of polices that chose not to embrace “ tougher competition, more data, abolishing teacher unions, opening more charter schools, or employing corporate world management models in education systems”. To the contrary, Finnish policies focused on “ improving the teaching force, limited student testing to a necessary minimum , placing responsibility and trust before accountability and handing over school and district-level leadership to education professionals. The result is an educational system that “ lacks school inspection, standardized curriculum, high-stakes student assessments, test based accountability and a race-to-the-top mentality with regard to educational change?
Sahlberg characterizes the policies of the current system as
Having a vision of education committed to building a publicly financed & locally governed basic schools for every child
Building on educational ideas from other nations to produce unique “ Finnish way” that preserves the best traditions and present good practices
Systematically developing respectful and interesting working conditions for teachers and leaders in Finnish schools.
The Finnish experience in building an education system in which all students learn well is one that has focused on equity and cooperation rather than choice and competition and that rejects the paying of teachers based on students test scores or converting public schools to private schools.
Introduction to Corporate Governance by Derek Hendrikz covers definitions, objectives, core functions, primary drivers, stakeholders, stakeholder interests, controls, Anglo American Shareholder Model, Multi Stakeholder Model, strategic responsibility, Board of Directors, EXCO, Management, responsibility of the Board, Boards that have failed, principles of good governance, discipline, transparency, accountability, independence, responsibility, fairness, social responsibility,
Leaders lead people, not Institutions. Jeffrey Krames demonstrates how this is the philosophy of Pope Francis by citing 12 leadership lessons from the Pope’s life. Some of the lessons are standard business common sense, others reflect the counter- cultural and surprising leadership secrets.
Some of the lessons are
• Lead with Humility
• Don’t Change – reinvent
• Choose Pragmatism over ideology
The book is short- as it should be
Enjoy summary
Students should be able to:
Discuss how and why firms grow
Distinguish between forward, vertical and conglomerate integration, and know reasons for mergers/ takeovers.
Know why some firms remain small and others grow
Understand the reasons for demergers
1Running Head ORGANIZATION STRUCTURE .docxrobert345678
1
Running Head: ORGANIZATION STRUCTURE
Organization structure
Shemeko Hopkins
MGTCB/526
University Of Phoenix
2
ORGANIZATION STRUCTURE
Organization structure
Introduction
An organizational structure is a system that shows or showcases how particular activities are
directed by the company, for the company to achieve its goals. These activities can include laws,
responsibilities, and roles. (Bertacchini, et al. 2018) The importance of the organizational structure
is to determine how information flows between various levels in the organization. For this
assignment, I am going to create the organizational structure that I will like my organization to use.
Which is a hierarchical structure because my organization is large. Explanation of the
organizational chart, analysis of the organization chart based on Porter five forces, analysis of the
current contingency leadership model, leadership model recommendation, other identified actions
recommendation, and finally the information literacy.
3
ORGANIZATION STRUCTURE
Organization chart
The organizational structure I will recommend for my organization to use is hierarchical.
Hierarchical organization structure is an organization construction where each unit in the
organization, excluding one is subordinate to a sole other units. In a business, the hierarchy
commonly comprises of particular power at the top with the following stages of power below
Board of directors
CEO
Financial
accounting
Project
manager
HR manager
Purchasing
manager
Marketing
director
Logistics
manager
Accountant
Cashier
Section
chief
Documenter
Assistant HR
manager
Materials
Necessities
Marketing
Sales
Purchase
manager
Maintenanc
e
Manager
Security
manager
Driver
4
ORGANIZATION STRUCTURE
them. (Harris, et al. 2019) This organizational structure is important because it will assist the
employees to comprehend numerous stages of leadership. This is since administration roles are
extra plainly described in this class of pyramid assembly. In having numerous levels of control,
processes run extra efficiently.
In my organization structure; my organization is headed by the board of directors, the main
responsibility of the board of directors is to strategy and manage goals and goals for the short and
long term good for the business and put devices in place to watch the development the aims. In this
respect, the board of directors must appraisal, comprehend and deliberate the business goals. Under
them is the C.E.O, the main role of the CEO is to manage the company's overall operations. They
are capable of delegating and directing agendas, driving profitability, and managing company
organizational structure, strategy and communicating with the board.
My or.
How to get what you want (and move -- fast -- when you don't)Leslie S. Pratch
Not everyone is equally good at all parts of the "private equity person" role – some investors are better at sourcing deals, buying companies, or raising money than at being director or leading the Board. To be great at guiding portfolio companies, you need to know when and how to work with a CEO who will not always (or maybe ever) be pleased with the Board. Getting each party to do their part in achieving the aims of the investors – a job they must do together – benefits from planning, skills, and knowledge.
Management Essay
Business Management Essays
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Management Essay
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It Management Essay
Management Planning Essay
The success of the board relies on the individual contribution, expertise, and behavior of its directors. During this program, we talk about the role of the director, the critical attributes of a strong director, the role of the Board and Committee chairs, and common opportunities and challenges for boards and board members. Through sharing examples from our expert group of panelists, we look at what is expected of directors from ownership and management to help highly effective directors meet or exceed those expectations and make a meaningful contribution to the company’s success.
Part of the webinar series: Board of Directors Boot Camp 2021.
See more at https://www.financialpoise.com/webinars/
The work of HR part two the flow ofinformation and work.docxchristalgrieg
The work of HR part two: the flow of
information and work
Harnessing
the power
of corporate
culture
STRATEGIC COMMENTARY
Laurent Jaquenoud
e-HR
Employee self-service at RDF
HOW TO...
Integrate corporate culture and
employee engagement
PRACTITIONER PROFILE
Julie Bass, Groupama
METRICS
Rating intellectual capital
HR AT WORK
Tailored recognition at Lloyds TSB
Asset Finance
HR AT WORK
Transport for London’s
non-traditional training
REWARDS
Communicating employee
recognition at MDOT
RESEARCH AND RESULTS
Effective recruiting tied to stronger
financial results
September/October 2005
Volume 4, Issue 6
PAGE 20
DEPARTMENTS
Ethics and strategy innovation at Citigroup
How O2 built the business case for
engagement
Creating a business-focused IT function
Developing leaders for a sustainable
global society
Defining the strategic agenda for HR
FEATURES
by Dave Ulrich and Wayne Brockbank
32 Volume 4 Issue 6 September/October 2005
VER THE PAST DECADE, increasing
focus has been placed on the role that
businesses can – and should – play in
contributing to a sustainable global society.
Failure to face up to these challenges has significant costs.
Increasingly, a firm’s long-term competitiveness is
dependent on how creatively and adroitly its leaders
manage at the intersection of financial, social and
environmental objectives.
Responsibility for assuring that leaders at all levels in
the firm are ready to meet these rising expectations is
widely shared throughout the corporation, but HR
professionals, particularly those responsible for leadership
development, can be at the forefront of the effort.
To be in this vanguard, leadership development
experts must reflect on two critical questions: What
kind of leader is called for? And how do we develop
individuals with these capabilities? Since 1999 the
Aspen Institute’s Business and Society Program has
been convening experts in leadership development
from academic institutions, corporations and
professional service firms around the world, inviting
them to share insights on these questions. This article
details what we have learned so far from conversations
with these leading thinkers.
A new model for business leadership
If we are now expecting businesses to operate with a
longer-term view that takes social and environmental
impacts into account, we need a new model of
leadership to achieve that result. Typically, “new
model” leaders:
• are able to span boundaries, listen to diverse
constituencies and be willing to be altered by any of
these inputs;
• have the courage to make tough decisions in a way
that acknowledges the often conflicting
values/expectations of these constituencies;
• are enriched, not overwhelmed, by complexity and
diversity;
• build a team that is stronger than its individual parts;
• see the firm in a larger context, considering social and
environmental issues beyond the corporation’s gates;
• move beyond solving specific problems or addressing
particular needs ...
International Management Essay
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Reflective Essay On Management Skills
Essay on Philosophy of Management
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School Management
What is Management? Essay
Management Planning Essay
Leadership skills and its impact on organizational performancePreet Gill
Introduction and definition of leadership, leadership styles, how to measure organizational performance, and also explained the relationship between leadership styles and organizational performance.
BUS 499, Week 8 Corporate Governance Slide #TopicNarration.docxcurwenmichaela
BUS 499, Week 8: Corporate Governance
Slide #
Topic
Narration
1
Introduction
Welcome to Senior Seminar in Business Administration.
In this lesson we will discuss Corporate Governance.
Please go to the next slide.
2
Objectives
Upon completion of this lesson, you will be able to:
Describe how corporate governance affects strategic decisions.
Please go to the next slide.
3
Supporting Topics
In order to achieve these objectives, the following supporting topics will be covered:
Separation of ownership and managerial control;
Ownership concentration;
Board of directors;
Market for corporate control;
International corporate governance; and
Governance mechanisms and ethical behavior.
Please go to the next slide.
4
Separation of Ownership and Managerial Control
To start off the lesson, corporate governance is defined as a set of mechanisms used to manage the relationship among stakeholders and to determine and control the strategic direction and performance of organizations. Corporate governance is concerned with identifying ways to ensure that decisionsare made effectively and that they facilitate strategic competitiveness. Another way to think of governance is to establish and maintain harmony between parties.
Traditionally, U. S. firms were managed by founder- owners and their descendants. As firms became larger the managerial revolution led to a separation of ownership and control in most large corporations. This control of the firm shifted from entrepreneurs to professional managers while ownership became dispersed among unorganized stockholders. Due to these changes modern public corporation was created and was based on the efficient separation of ownership and managerial control.
The separation of ownership and managerial control allows shareholders to purchase stock. This in turn entitles them to income from the firm’s operations after paying expenses. This requires that shareholders take a risk that the firm’s expenses may exceed its revenues.
Shareholders specialize in managing their investment risk. Those managing small firms also own a significant percentage of the firm and there is often less separation between ownership and managerial control. Meanwhile, in a large number of family owned firms, ownership and managerial control are not separated at all. The primary purpose of most large family firms is to increase the family’s wealth.
The separation between owners and managers creates an agencyrelationship. An agency relationship exists when one or more persons hire another person or persons as decision- making specialists to perform a service. As a result an agency relationship exists when one party delegates decision- making responsibility to a second party for compensation. Other examples of agency relationships are consultants and clients and insured and insurer. An agency relationship can also exist between managers and their employees, as well as between top- level managers and the firm’s owners.
The sep.
This eBook Board Governance for Private Business is based on the most common corporate governance questions we receive from private business owners. Most private business and family business organizations have Boards of Directors. However, the majority of private business Boards do not focus on corporate governance. At some point - often in preparation for an exit - these Boards explore the benefits of a governance Board and how to implement it. This eBook is a short read. Every page is an answer.
BUS 499, Week 8 Corporate Governance Slide #TopicNarrationVannaSchrader3
BUS 499, Week 8: Corporate Governance
Slide #
Topic
Narration
1
Introduction
Welcome to Senior Seminar in Business Administration.
In this lesson we will discuss Corporate Governance.
Please go to the next slide.
2
Objectives
Upon completion of this lesson, you will be able to:
Describe how corporate governance affects strategic decisions.
Please go to the next slide.
3
Supporting Topics
In order to achieve these objectives, the following supporting topics will be covered:
Separation of ownership and managerial control;
Ownership concentration;
Board of directors;
Market for corporate control;
International corporate governance; and
Governance mechanisms and ethical behavior.
Please go to the next slide.
4
Separation of Ownership and Managerial Control
To start off the lesson, corporate governance is defined as a set of mechanisms used to manage the relationship among stakeholders and to determine and control the strategic direction and performance of organizations. Corporate governance is concerned with identifying ways to ensure that decisionsare made effectively and that they facilitate strategic competitiveness. Another way to think of governance is to establish and maintain harmony between parties.
Traditionally, U. S. firms were managed by founder- owners and their descendants. As firms became larger the managerial revolution led to a separation of ownership and control in most large corporations. This control of the firm shifted from entrepreneurs to professional managers while ownership became dispersed among unorganized stockholders. Due to these changes modern public corporation was created and was based on the efficient separation of ownership and managerial control.
The separation of ownership and managerial control allows shareholders to purchase stock. This in turn entitles them to income from the firm’s operations after paying expenses. This requires that shareholders take a risk that the firm’s expenses may exceed its revenues.
Shareholders specialize in managing their investment risk. Those managing small firms also own a significant percentage of the firm and there is often less separation between ownership and managerial control. Meanwhile, in a large number of family owned firms, ownership and managerial control are not separated at all. The primary purpose of most large family firms is to increase the family’s wealth.
The separation between owners and managers creates an agencyrelationship. An agency relationship exists when one or more persons hire another person or persons as decision- making specialists to perform a service. As a result an agency relationship exists when one party delegates decision- making responsibility to a second party for compensation. Other examples of agency relationships are consultants and clients and insured and insurer. An agency relationship can also exist between managers and their employees, as well as between top- level managers and the firm’s owners.
The sep ...
Implementing strategy effectively and efficiently is critical to the success of any business. That direct statement is well understood by all business leaders. What is not always equally understood is that the same corporate processes and procedures employed to ensure a business’ success – call it strategy implementation management -- can also be used to coach and develop essential leadership competencies in staff throughout your organization.
This paper presents strategy implementation management as an opportunity to develop the leadership competencies of key staff who are responsible for advancing the organization’s priorities and achieving its goals.
Is your company’s human resources operation a true “business partner” that makes a major contribution to your bottom line? Or does it merely fulfil the daily tasks of hiring, firing and paying your employees? If the latter, don’t worry – that can change. So say the human resources experts who founded the RBL Group and the RBL Institute, a consultancy and an educational organization dedicated to helping HR leaders attain new levels of professionalism. Using the institute’s tools and tactics, you can “transform” your human resources department into a valued, knowledgeable and contributing member of your corporate team. While you don’t have to be a human resources professional to benefit from this book, its HR-speak presents a pretty dense thicket that might daunt a novice.
Drawing upon a six-year research project at the Stanford University Graduate School of Business, James C. Collins and Jerry I. Porras took eighteen truly exceptional and long-lasting companies and studied each in direct comparison to one of its top competitors. They examined the companies from their very beginnings to the present day -- as start-ups, as midsize companies, and as large corporations. Throughout, the authors asked: "What makes the truly exceptional companies different from the comparison companies and what were the common practices these enduringly great companies followed throughout their history?"
Filled with hundreds of specific examples and organized into a coherent framework of practical concepts that can be applied by managers and entrepreneurs at all levels, Built to Last provides a master blueprint for building organizations that will prosper long into the 21st century and beyond.
How Stella Saved the Farm is a simple and logical book based on a story which narrates the learning process about making innovation happen. The book is divided in two parts and consists of total nineteen chapters. First part carries nine chapters and remaining are under the second part, which explains the conversion of idea into innovation and then great success. The story is about the competition of two farms one run and managed by animals (Windsor farm) and another by human beings (McGillicuddys farm). Windsor farm is working through change and innovation where the status quo is no longer good enough. Interestingly, in view of poor performance of Windsor farm McGillicuddy is hoping to take over the Windsor farm, but due to the innovations, Windsor farm crosses all hurdles and gets a remarkable status in the business.
Rumelt describes strategizing as identifying pivotal issues within your market and your industry and making a plan focused on forceful, results-oriented action. He reminds readers that strategy has little to do with ambitious goals, vision, leadership, innovation or determination. For many business leaders, strategy means promulgating meaningless slogans that tout impressive but unrealistic goals. A sound business strategy presents a specific action plan to overcome a defined challenge. Rumelt says good strategy involves multiple analyses and the painstaking development of thoughtful, expertly implemented policies that surmount obstacles and move the firm profitably ahead.
Can passion be taught? Can it be fostered? The answer is yes. But perhaps more accurately, a team leader must create the right conditions for passion to emerge. Those conditions must be nurtured, not unlike a gardener creating the right conditions for his plants to flourish. Make your job easier. Get the inside scoop on the secrets of success that motivate teams to top performance. In the matrix of workplace roles and responsibilities, managers are pivotal to corporate success. Yet a manager is often the unsung hero who must adapt to demands from all sides—and do so with little or no training, and without mentorship for the role. Learn from Dan Bobinski, who draws from 20 years of consulting experience, extensive studies of best practices, and the latest in neuroscience research. You'll learn the principles and methods top managers use to develop passionate, engaged employees who are dedicated to success. You'll be able to:
— Motivate without manipulating
— Turn mistakes into a fervent drive for quality
— Equip teams to enthusiastically adapt to change
— Create environments in which people strive for excellence—and more
Today's workforce requires managers to be more than just a person in charge. Creating Passion-Driven Teams show you how to tap your team's natural motivations and achieve consistent, sustained top performance.
"I'm the boss!"
It's a common mistake to think management is defined by formal authority—the ability that comes with a title to impose your will on others. In fact, formal authority is a useful but limited tool.
People Want More Than a Formal, Authority-Based Relationship with the Boss
Many managers—especially those who were achievement-driven stars as individual performers—don't even think about relationships. They're so task oriented that they put the work to be done and their authority as boss at the heart of what they do and assume they can ignore the human aspects of working with others.
The problem is that most people don't want your authority to be the be-all and end-all of the relationship. They want a personal, human connection, an emotional link. They want you to care about them as individuals. They want you to encourage their growth and development. Research tells us this kind of human relationship with the boss is a key factor determining an employee's level of engagement with the work.
We know of a small-company owner, a warm, decent woman, so pressed for time she consciously decided to avoid small talk at the office. She never opened up to people about herself or asked about their lives and interests. She didn't, that is, until her people rose up and expressed, through an intermediary, that they hated how she treated them. They wanted a real human connection with her, even if she was "the boss."
In his previous bestseller, Built to Last, Jim Collins explored what made great companies great and how they sustained that greatness over time.
One point kept nagging him, though — great companies have, for the most part, always been great, while a vast majority of good companies remain just that: good, but not great. What could merely good companies do to become great, to turn long-term weakness into long-term supremacy?
Collins and his team of researchers used strict benchmarks to identify a group of eleven elite companies that made the leap from good to great and sustained that greatness for at least fifteen years. The companies that made the list might surprise you as much as those left off (the likes of Intel, GE
and Coca Cola are nowhere to be found).
The real surprise of Good to Great isn’t so much what good companies do to propel themselves to greatness — it’s why more companies haven’t done the same things more often.
Value for the Reader :
The reader will walk away with a set of highly referred tools for increasing the personal & professional Mojo, which the author defines as “ That Positive Spirit towards what we are doing now that starts from the inside and radiates to the outside”
He defines his purpose as “ helping successful people achieve positive, lasting change in behavior “ . It is a real world advice embodied in simple processes for the reader to consider using that can improve his or her thinking , behavior and results.
Very thought provoking book and helps the reader to lead a happier, more purposeful and more productive life.
We attempt or avoid difficult conversations every day-whether dealing with an underperforming employee, disagreeing with a spouse, or negotiating with a client. From the Harvard Negotiation Project, the organization that brought you Getting to Yes, Difficult Conversations provides a step-by-step approach to having those tough conversations with less stress and more success. you’ll learn how to:
· Decipher the underlying structure of every difficult conversation
· Start a conversation without defensiveness
· Listen for the meaning of what is not said
· Stay balanced in the face of attacks and accusations
· Move from emotion to productive problem solving
In the continual quest for sustainable growth, companies
have traditionally focused on the competition.
They have fought over the same customers, tried to
improve on the same benefits, and hoped to wring
profits from a shrinking revenue stream. In Blue
Ocean Strategy, professors W. Chan Kim and Renée
Mauborgne argue that the key to success is to make the
competition irrelevant. They offer a practical, tested
analytical framework that innovators in any sector
can use to create new, uncontested market space. In
this “blue ocean,” organizations can take advantage
of untapped demand and deliver powerful leaps in
value—both for their customers and for themselves.
Emotional Intelligence 2.0 , a self-help book by Travis Bradberry and Jean Greaves, provides a toolkit and guide for readers to increase their emotional intelligence (EQ), which the writers say can be a benefit in business and personal relationships.
You can no longer count on a return to “ Normal” competitive conditions. The business world is flat, with capital & knowledge able to move anywhere instantly. Brands are losing value, regulations are increasing and competitors can come out anywhere. Filtered information, Selective hearing, Wishful thinking, Fear and Emotional over investment can all act to prevent an organization from Confronting and dealing with reality.
As a way to understand reality, the authors put a high premium on business savvy- the ability to understand the fundamentals of a business, and the connections between them. The book presents a model and process to help leaders learn business savvy to recognize the position of their business in wider external realities and to take action based on that understanding.
The triple bottom line consists of financial profit (or success), social justice, and environmental protection. It is sometimes summarized as “Profits, People, and Planet.” An intimately related concept is “sustainability”---corporations that are built to last, societies that are stable and just, and a global natural environment that is in a healthy equilibrium. The basic argument is that we live in a time when a narrow, short-term focus on the financial bottom line alone will generate dysfunctions among people and in the environment that will come back to bite the corporation.
Sustainability and the “3BL” are, instead, about mutual benefits flowing in all three directions. The challenge is to find the sustainability “sweet spot” (think golf) where all three interests coincide. Example: Toyota’s Prius low-fuel hybrid benefits the environment, the people who build or buy them, and the owners of the company. Certainly there will be trade-offs; 3BL choices and strategies will require negotiation and compromise. But this is now an economic reality, not just an altruistic dream
It could be argued that what’s new here is just a strong case that financially successful companies must think more broadly and holistically and be sure to take into account all their stakeholder interests, including the environment and society. But it is still the financial bottom line driving the business.
Business ethics is a huge canvas, bigger than sustainability, CSR, corporate governance, or the 3BL. Business ethics is about doing the right thing and building good organizations. Business ethics and values grow out of purposes, missions, and visions and are organically intertwined with corporate cultures. There are more than three bottom lines---there are bottom lines related to every stakeholder. Business ethics doesn’t just ask how to keep three of those stakeholders (owners, environment, society) going and make them last (sustain them) but about what is right and fair and just, about what would constitute excellence and success.
THE Bhagavad Gita is an Indian spiritual text of about 700 verses. The classic takes the form of a conversation between Krishna and Arjuna. The book by Debashis Chatterjee weaves their beautiful battlefield conversation into a narrative on the problems faced by leaders such as Arjuna and the solution provided by Krishna from a perspective that is both compelling and contemporary.
In this book, Krishna guides Arjuna through the ABCs of leadership. A for authenticity or truth; B stands for Being, which is the fundamental raw material for becoming a leader; and C stands for Convergence, which a leader achieves between his or her current reality and his & her goal, or between a problem/ challenges and its solution.
In the chapter “Leaders are Masters of their Minds”, the book poses the question: How does one begin the conquest of the turbulent mind? Krishna’s prescription is to return to the calm and stillness of the real self. Self-image is characterised by change and anxiety while the real self stands still in intense observation.
Stillness is the power behind intense action. Timeless leaders have taught us the art and science of always being still. Timeless leaders succeed only by the application of stillness. A mind that is restless, anxious, and nervous always misses the mark. Only a steady, controlled, almost machinelike hand can shoot the arrow that hits the bull’s eye. Krishna speaks of being indivisibly one with one’s goal, even like the arrowhead that has struck into the target.
An undivided concentration naturally brings about an absolutely unshakable stillness. The journey towards self-realisation involves the disciplines of silence and solitude. The Bhagavad Gita tells us: “The unreal has no being: the real never ceases to be. The final truth about them both has thus been perceived by the seers of ultimate reality”.
In the concluding chapter, the book relates the plight of the modern leader stuck on the information superhighway. Krishna argues that the busy mind is a mob of unprocessed thoughts and emotions. The only way to deal effectively with this mob is to create distance between the mob and the observer, who can now see the mob without being part of it. This observer within the leader is like the screen on which a filmed drama is projected.
By reading this book or the summary you learn about
· Why Leaders are effective because of who they are on the inside –Being of the person.
· How to go the highest level of leadership by developing character qualities from the inside out.
· How true commitment inspires and attracts people.
· How to start and sustain the process of continuous personal growth.
The commonly held belief that life gets easier at the top is partly true. The loftier your role in a large enterprise, the more control you have over your day-to-day activities and more you are compensated for them. But the challenges also get tougher. For one thing, you are more visible. Your mistakes, and your ability to recover from them will be noticed. Also, fewer positions exist at that rarefied level. To advance, you have to either displace someone above you or create an entirely new business. Failure is not an option, unless you can make it seem like success. To manage all this with Integrity- that is a challenge indeed.
There are two ways to proceed. You can practice relentless discipline: curbing every impulse, making every moment count , and preparing diligently for each potential challenge. Or you can approach the world with insouciant savoir-faire, trusting that your charm and resourcefulness will get you through while making it all look easy.
At the heart of this book is a question about the proper way to live. To what extent must we lead disciplined lives to be powerful people? Is that discipline a matter of duty, compensation for the original sin of being imperfect, or is it a matter of joy, of calling forth the inner golden virtue that lies deep within all of us ? In Goldsmith’s eye, it is both- and it is both- an if you dare to take on the practices he recommends, you may come to agree with him.
John Maxwell’s “The 21 Irrefutable Laws of Leadership” is a book that I have found quite helpful in measuring my own personal growth in leadership abilities, as well as in finding the areas where I struggle or need to grow. The premise of this book is not to say there are only 21 principles concerning leadership. That idea is clearly false, proven by the number of leadership books, articles, blogs, and podcasts available today. Rather, accord to Maxwell, there are 21 “laws” to leadership that are universally true no matter where one may lead in any culture or area of society. (Note: Sociologists generally agree that there are 7 “areas of society” which are business, government, media, arts and entertainment, education, the family, and entertainment.)
Since each chapter of this book discusses one of the leadership laws, it will be most beneficial for this book review, to walk through theses laws one at a time.
Basically this books is about to how hire good talent. The main point is about the correct questions –Not WHAT, but WHO. This mean that we should think about people first of all, try to find only best candidates.
The main challenges we face are
• Don’t clearly represent the duties of the employee in the role or declared position or a new position.
• Not enough suitable candidates
• Not sure in an ability to choose the best candidates
• Lose good employees.
The best acquisition process consists of 4 Steps
• List of goals for the role we are hiring – what we expect that role to deliver – outcome.
• Source
• Selection
• Closing the deal
The Selection or interview process is the KEY to Success where we need to invest quality time and right interview panel
• Screening interview
• Qualification interview
• Focus interview
• Interview with recommenders
Playing safely is not safe in today’s fast-paced competitive business environment. An individual, who seeks to stand out from the mob and practise novelty in highly uncertain business climate, works beyond the limits. Whitney Johnson has used the term “Disruption” – to understand why some individuals succeed in outstanding ways.
The title of the book i.e. “Disrupt yourself” inspires us to make the jump onto new learning curves, innovate, and stay at the top of the game. It shows the inconceivable value of recognizing what you are good at and finding unpredicted ways to use those strengths to the marketplace. The dramatic ‘jumps’ that Johnson encourages us to take truly form the basis of creativity and success.”
“The author has made an attempt to apply the lessons of disruptive innovation to personal growth. She shows us how to pursue roles suited to our own strengths, to follow our own unique and innovative way of thinking and doing – and to significantly increase our efficiency, creativity, and happiness.
Oprah Winfrey: A Leader in Media, Philanthropy, and Empowerment | CIO Women M...CIOWomenMagazine
This person is none other than Oprah Winfrey, a highly influential figure whose impact extends beyond television. This article will delve into the remarkable life and lasting legacy of Oprah. Her story serves as a reminder of the importance of perseverance, compassion, and firm determination.
Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
Senior Project and Engineering Leader Jim Smith.pdfJim Smith
I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines.
My experience includes:
Managed customized engineered refrigeration system projects with high voltage power panels from quote to ship, coordinating actions between electrical engineering, mechanical design and application engineering, purchasing, production, test, quality assurance and field installation. Managed projects $25k to $1M per project; 4-8 per month. (Hussmann refrigeration)
Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.
Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)
Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.
Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.
Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)
Created detailed projects plans using MS Project, Gant charts in excel, and updated new product development in Jira for stakeholders and project team members including critical path.
Great knowledge of ISO9001, NFPA, OSHA regulations.
User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau.
I appreciate your consideration, and look forward to discussing this role with you, and how I can lead your company’s growth and profitability. I can be contacted via LinkedIn via phone or E Mail.
Jim Smith
678-993-7195
jimsmith30024@gmail.com
The case study discusses the potential of drone delivery and the challenges that need to be addressed before it becomes widespread.
Key takeaways:
Drone delivery is in its early stages: Amazon's trial in the UK demonstrates the potential for faster deliveries, but it's still limited by regulations and technology.
Regulations are a major hurdle: Safety concerns around drone collisions with airplanes and people have led to restrictions on flight height and location.
Other challenges exist: Who will use drone delivery the most? Is it cost-effective compared to traditional delivery trucks?
Discussion questions:
Managerial challenges: Integrating drones requires planning for new infrastructure, training staff, and navigating regulations. There are also marketing and recruitment considerations specific to this technology.
External forces vary by country: Regulations, consumer acceptance, and infrastructure all differ between countries.
Demographics matter: Younger generations might be more receptive to drone delivery, while older populations might have concerns.
Stakeholders for Amazon: Customers, regulators, aviation authorities, and competitors are all stakeholders. Regulators likely hold the greatest influence as they determine the feasibility of drone delivery.
The Team Member and Guest Experience - Lead and Take Care of your restaurant team. They are the people closest to and delivering Hospitality to your paying Guests!
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W.H.Bender Quote 65 - The Team Member and Guest Experience
Boards that lead
1. Some Impressionistic takes from the book of
Dr. Ram Charan, Dennis Carey, Michael Useem
“Boards That Lead”
by Ramki – ramaddster@gmail.com
2. Dennis Carey is Vice Chairman
of Korn/Ferry International. He
has placed some of the most
prominent chief executives and
corporate Directors in the United
States, including those at 3M,
American Express, Goldman
Sachs, GSK, Humana, MCI, and
Tyco International. This is his
fourth book on CEO succession
and corporate governance.
Ram Charan is a business adviser
who has worked with executives
and Directors of many companies,
including DuPont, GE, Novartis,
Verizon, and RBS Group (Brazil).
He has served on the Harvard
Business School faculty, teaches
in Wharton Executive Education,
and serves on the board of
Hindalco (India). He is the author
of eighteen books.
Michael Useem is a professor of
management and the director of
the Center for Leadership and
Change Management at the
University of Pennsylvania's
Wharton School. He offers
courses on leadership and has
authored books on leadership
and corporate governance,
including The Leadership
Moment and Investor
Capitalism.
About the Author
3. Prelude
The book was written by three of the foremost business leaders today. Dr. Ram
Charan, author of Execution and other business books. He joins experts Dennis Carey
and Michael Useem in outlining the significant processes that make an effective
Corporate Board.
Boards That Lead is divided into three sections.
The first delves into establishing functional boards, thus the title Boards That Lead.
The second, Leading the Leaders, examines how boards work with an executive
team.
The last section, Value Creation, identifies the activities that create the most utility
for an organization’s benefit.
The content of the book is gives the readers to imagine multiple combinations of direct
and collaborative leadership. Increased enterprise complexity calls for these varying
degrees of oversight.
The impressionistic take in this document captures the aspects of how a board leads,
partners, monitors, and delegates
4. “Investor demands for more independent boards
that would be accountable to them, paid like
them, and fiduciaries for them gave rise to
litigation….the legal actions did help establish two
standards for director obligation: Duty of care,
requiring Directors to exercise reasonable caution
in executing board responsibilities that could
harm others if not performed well, and duty of
loyalty, requiring that Directors exercise good
fiduciary judgment on behalf of the stockholders”
6. Monitor to Leaders
Boards are increasingly taking an active role & responsibility on factors like
CEO succession, Executive compensation, & Goal setting. This increased
level of board leadership reflects the growing complexities of the marketplace.
This was earlier the responsibility of the Top Management.
In part, it is also a necessary response to new regulations. For example, the
federal Sarbanes-Oxley Act of 2002 holds Directors responsible for ensuring
the integrity of their company’s financial controls.
New York Stock Exchange rules imposed in 2003 require board audit
committees to oversee financial statements.
The Dodd-Frank Act of 2010 makes it easier for shareholders to propose &
elect their own board candidates.
Importantly, board involvement does not have to mean board
micromanagement. Effective Directors establish a constructive, collaborative
leadership partnership with top executives.
They become educated and interested in such matters as company strategy,
asset allocation, risk management, and talent development. They also take
steps to ensure skilled leadership of the board itself.
7. Monitor to Leaders
Given the current context the Director’s assume
three primary duties:
Duty of care: Directors must exercise
reasonable caution in executing board
responsibilities that could potentially harm
others.
Duty of loyalty: Directors must exercise good
fiduciary judgment on behalf of stockholders.
Duty of leadership: Directors must focus
attention on key dimensions of enterprise
management. At the same time, effective
Directors know when to lead, when to
partner, and when to stay out of the way.
They set aside personal pride so as to focus
relentlessly on what is right for the company.
8.
9. Director’s Checklist for Leadership Decisions
When to take charge
Central or Core Idea
Involvement in Selection of the CEO
Board competence, architecture & modus operandi
Ethics & Integrity
Compensation Architecture
When to Partner
Strategy, Capital allocation
Financial goals, Shareholder value, Stakeholder balance
Risk Appetite
Resource allocation
Talent development
Culture of decisiveness
10. Director’s Checklist for Leadership Decisions
When to stay out of the way
Execution & Implementation
Operations & Routines
Areas of delegated authority
Non-strategic decisions
Excluded by Board charter
11.
12. First Things First- Define the Central Idea
The central idea of a corporation is the seed that
blossoms into a clear framing of the company’s
full-blown strategy and the many implications for
how to execute it. It is the animating force from
which hundreds of strategic and operational details
emanate.
13. The central idea of an organization or the group articulates why it
exists, whom it serves, how and why it should be nurtured, how it
can be profitable while minimizing risk, & what direction it should
take to succeed in a competitive marketplace.
Boards should not only ensure that the central/ core idea is clear,
compelling, and comprehensible, but internalize and rely on it as a
touchstone in their own decision-making. Ideally, the central idea
should be simple, tangible, and short—a maximum of several
hundred words.
The best central ideas exert “Centripetal force.” This means they
draw management and board onto common ground and get them
moving toward a shared purpose.
Conversely, a weak central idea exerts a “centrifugal force” with the
potential to pull the organization apart. Because of its importance,
boards should regularly revisit their companies’ central idea.
First Things First- Define the Central Idea
14. They should also produce a document that sets forth the
central idea and expresses it in terms of both strategy and
execution—including specific actions needed to realize key
goals.
By taking ownership of the central idea, boards reinforce the
notion of company leadership as a partnership between
Directors and Executives.
They insert Directors irreversibly into an active leadership
role, and recruit new Directors who share their mindsets
First Things First- Define the Central Idea
15. Recruit Directors Who Build Value
Today’s board members need a mindset & a skill sets which are
different from Directors of the past.
They must bring to their roles not just a readiness to monitor, but a
willingness & ability to exercise leadership in key matters of
Strategy and Execution.
In the authors’ opinion, high-potential director candidates for
forward-looking enterprises should be qualified to:
Contribute to the central idea by thinking clearly and
strategically about the firm, its value proposition, and its
competitive position.
Contribute to boardroom discussion while steering clear of
operational detail.
Help formulate new direction as necessary and offer experience
with major strategic and executional issues.
16. Recruit Directors Who Build Value
Work in partnership with executives, based on a previous
track record of collaboration.
Bring intellectual and experiential diversity to the board.
Engage constructively in the face of high-stakes, high-stress
challenges.
Help the board become more effective—for instance, by
offering conversational intelligence.
Add value to both the boardroom and the executive suite.
In the past, sitting board members may have had limited
involvement with director recruitment. But today, finding and
vetting top candidates has become a major responsibility of the
board’s governance committee.
17. Almost all Directors look promising before they
enter the boardroom, but not all perform equally
well once inside. Sometimes a prince in other
realms can even turn into a petty gabber at the
table, the very opposite of what English novelist
George Eliot had championed:
“Blessed is the man who having nothing to say
abstains from giving wordy evidence of the fact.”
Root Out Dysfunction
18. Root Out Dysfunction
A Person while highly accomplished in business, may be
unsuited for the boardroom. Because a board can only be as
strong as its weakest link, it is imperative to identify and find
ways to deal with these poor-performing or dysfunctional
members.
This should be a regular responsibility of the board leader,
occurring in stages.
First, the leader should have a private conversation with the
disruptive member, making the individual aware of behaviors in
need of change.
Next, the leader may offer intervention, usually coaching, to
help the director improve. But if intervention fails, the leader
should be prepared to advise the director to leave the board.
19. Root Out Dysfunction
A good process is that boards should implement an ongoing
process of Director Evaluation, a practice already adopted by
most of the American companies as of 2011.
One approach is similar to peer evaluations in 360-degree
performance reviews: members assess the contributions of their
colleagues by using a matrix with key criteria on the left and
director names across the top.
Examples of useful evaluative criteria include whether each
director brings useful skills & experience to the boardroom; is
prepared for meetings; understands the company’s central idea;
asks good questions; helps develop the business; moves
discussions forward; and facilitates relationships between
members and with management.
Sometimes it is beneficial to invite a neutral third party, such as
outside counsel or a governance consultant, to ask questions of
the participants.
20. Root Out Dysfunction
The difference between leading and overreaching on a board is
not always obvious, but most boards create implicit behavioral
norms. Often, Directors who violate such norms are driven by
personal motives.
Among the most common of these motives is a determination to
prove one’s expertise and grasp of detail, leading to operational
questions that are too deep & inappropriate for the boardroom.
Another is a desire to be considered for an executive position. A
third is anxiety on the part of an insecure director who fears
making a mistake or being blamed for a company problem.
Evidence suggests that evaluation and intervention can go a
long way toward rooting out boardroom dysfunction. However, it
is far more efficient to deselect or avoid recruiting unsuitable
Directors in the first place.
22. A Leader of the Board
CEOs who lead in the boardroom as well as in the executive
suite have long been common in USA Corporations.
However, that norm is being replaced as more firms are
creating either an independent board chair or a designated
board leader.
As of 2010, over 90 percent of Standard & Poor 500
companies had a designated lead director; this was partly in
response to a 2003 New York Stock Exchange rule that non-
executive Directors must meet at least once each year
without executives present, and publicly disclose the name of
the director chosen to preside over the meeting.
Board leaders have different titles and job descriptions, but
their primary function is to organize & speak for the other
members apart from the CEO, other executives, or board
chair.
23. A Leader of the Board
They have the power to convene meetings and to review
management performance without the presence of the CEO.
Because of the growing importance of board leadership, it is
critical for the individual in that role to have the right
personality, temperament, and skill set; he or she must be
able to build and maintain a constructive relationship not only
with the CEO, but also among other Directors.
Like any high-level company or team leader, an effective
board leader should have excellent skills in strategic thinking,
persuasive communication, and decisive decision-making.
While focusing the board on strategy and working
collaboratively with the CEO, the leader should be able to
avoid micromanagement.
24. A Leader of the Board
In general, 6 qualities help to define the best board leaders:
1. Executive experience. Most leaders have served as chair,
president, or CEO of another company. They have well-
honed business judgment & deep Strategic and Executional
knowledge.
2. Respect and confidence. Leaders earn the respect &
confidence of other board members because they are
excellent facilitators, able to inspire others & draw them
toward judicious decisions.
3. Collaboration & restraint. Strong board leaders hold back
their own opinions in order to encourage the participation &
collaboration of others. They avoid dominating boardroom
discussions.
4. Personal bonding. Leaders create personal connections that
facilitate the ability to speak for the board as a whole.
25. A Leader of the Board
5. Personal comfort. Leaders should be authentic: this means they
are comfortable setting aside their own interests and ambitions,
committing exclusively to the mission of the enterprise.
6. Resilience. Board leaders commonly face at least one significant
crisis during their tenure. Thus, they need the ability to head off
trouble when possible and the resilience to face disaster and
bounce back from it if it comes.
Apart from the above basic qualities of effective board leaders, it is
suggested adding another:
A capacity for candor & a willingness to demand candor from
others. Directors who suspect that information is filtered or
hidden from them will lose trust in the leader. Also, a CEO who
is not kept fully and honestly informed about director opinions
and deliberations will lose confidence in the board-management
partnership.
26. CEO Succession “ The Ultimate Decision
The top most challenges or task of the board’s
responsibility that of choosing a Chief Executive.
Even if they retain a consultant, today’s Directors must
take an active part in the process.
Some companies successfully grow their own talent,
presenting Directors with strong candidates on the
inside.
This is often the most favorable scenario, because
insiders are already familiar with the firm’s strategy &
mission.
In order for it to happen, Directors need access to
good internal data that documents the performance &
potential of top managers.
27. CEO Succession “ The Ultimate Decision
But whether CEO/MD candidates emerge from
inside or outside, boards must involve themselves in
due diligence; Directors should demand in-depth
information and personally check the references of
serious contenders.
Otherwise, they risk making a mistake that can be
nearly irreparable—the wrong CEO can cause
serious, long-term damage to the firm.
Board leaders standing too tall on their own soapbox can inhibit
a free flow of ideas. At the same time, it is important for a lead
director to exercise individual and collective restraint so that
board directives do not tread on management’s toes.
28. Ten Principles for finding the Right CEO
People set strategy- Directors & Executives who are
strategically adept are in the best position to lead the
enterprise in the right direction.
Implement a CEO and successor evaluation methodology-
The company’s evaluation system should be linked to its
central core idea & be able to discern the capacities of
individual candidates.
Include in the CEO’s evaluation a succession plan
assessment-Developing the next generation of leaders
should be among the CEO’s key tasks.
Place the board leader in charge of the succession process-
CEO succession decisions should not be crisis-driven.
Instead, board leaders should undertake this responsibility as
part of their fundamental, ongoing partnership with
management.
29. Ten Principles for finding the Right CEO
Retain potential inside successors in addition to an effective
CEO. In order to keep executives with high potential, it will be
necessary to offer them incentives including extra compensation.
Seek data on inside candidates from all executives who have
worked with them. This process may be guided by a third party.
Verify data with both outside sources and candidates- It is critical
for Directors to be personally involved in the vetting process.
Maintain confidentiality- To protect CEO candidates, Directors
should communicate orally about the search and steer clear of
journalists.
Embed succession planning in corporate culture- Talent
planning, coaching, and mentoring should be viewed by both
Directors and executives as an ongoing responsibility of
leadership
30. We believe that the concept of the Universal
Chief Executive is as misleading as the idea
that a gifted athlete should be able to excel at
more than one position on the sports field or
even several kinds of fields. Strategic fit
between a candidate and the shoes to be filled
is the crux.
31. Director’s Checklist for CEO Succession-( 1/2)
Are company Strategy & Executive succession explicitly
linked.
Is a Board process is place for evaluating the CEO &
potential successors?
Does the Board explicitly assess the CEO’s management of
succession plan for the next generation of company
leaders?
Is the Board working to retain a high-performing Chief
Executive- but also to keep capable successors ?
Does the Board have a member who could serve as CEO in
the wake of an unexpected exit if no insider is yet ready for
succession ?
Has the Board compiled data on the inside CEO candidates
from those who had worked with all of them?
32. Director’s Checklist for CEO Succession- ( 2/2)
Have Directors had direct contact with both the CEO
candidates & the information sources to verify information
about them?
If Executive Search consultants are retained, have they
been vetted to ensure that there are no conflicts of interest?
Does the Board ensure candidate confidentiality ?
Has the Board gathered independent references on the
outside candidates?
Is succession planning embedded in the company’s culture?
33. A Question of Fit
Selection of CEO/MD- a Strategic fit between the job to be done
and the person to do it.
This requires a focus on two dimensions:
Leadership Requirements given the Organization/ Business
Context
The current competitive landscape, & each candidate’s
capabilities.
Importantly, leadership requirements must be considered first.
Otherwise, the board risks hiring someone who is well suited to
solve the problems of the past— but likely to flounder when faced
with the challenges of the future.
Often a leadership committee of the board is created to assess the
company’s most critical strategic issues and decide what specific
talents and experience is needed to address those issues.
The committee takes responsibility for vetting candidates in light of
the necessary match-up.
34. Spotting, Catching or Exiting a Falling CEO
Directors should look / watch for when the CEO begins
to falter & there are usually warning signs which should
not be ignored.
Directors reaction or response should not be slow for
actions. They fear the consequences of forcing an exit,
or cannot agree on how to proceed.
In reality, this is precisely the wrong mindset. Effective
Directors must be constantly vigilant, ready to deal
decisively with emergent issues even if the issues are
eventually resolved.
It is important the Board works on what is right and not
what is convenient .
35. General Indicators – Falling CEO
Lack of clear strategy
If the CEO is unable to articulate the firm’s strategy coherently
and succinctly, the board will be hampered in its decision-
making and unable to assess tactical proposals.
Failure to execute.
The most common early warning sign of CEO failure, a failure
to execute, usually results from several bad habits. These
include a lack of focus on key priorities; dislike of follow
through; and inadequate anticipation of & adjustment to
setbacks.
Wrong people calls.
A CEO may rely too much on a single senior officer or adviser
who has significant shortcomings or filters diverse views.
Another mistake is to promote an ill-prepared functional
executive into a line position.
36. General Indicators – Falling CEO
When Directors notice one or more of these indicators, they
should test their concerns quickly, albeit cautiously, with
others. Also, they need to seek more information about what
may be causing the apparent problems.
As general practices that can facilitate early detection and
intervention,
Boards should include candid discussion of the CEO’s
performance during their executive sessions;
Focus the CEO’s annual evaluation and feedback on
strategic thinking and other leadership capabilities as well
as financial metrics;
Meet and appraise the CEO’s top management team; and
engage all Directors in any decision to revive or relieve a
struggling CEO, even in the middle of a crisis.
38. Turning risk into Opportunity
Risk management –is a critical board priority in an era
characterized by financial, environmental, and technological
disasters.
Managing /Mitigating risk is as much about seizing opportunities as
averting catastrophes.
Effective Directors do not reflexively avoid taking chances; instead,
they learn to balance options.
Setting strategic boundaries too narrowly can cut off good avenues
for expansion, while setting them too widely can expose the firm to
excessive uncertainties.
Directors must decide which risk-related metrics they will focus on,
and at what granular level. They also need to be wary of low-
probability but high consequence events, like airplane crashes.
Often it is helpful to create a risk-appraisal advisory board,
composed of highly knowledgeable individuals who can provide
diverse thinking and fresh insights.
39. Turning risk into Opportunity
While most common among family-owned
businesses, advisory boards are increasingly being
used by multinational firms and in emerging
markets.
Because they do not have shareholder oversight
responsibilities, they may be more willing than
Directors to drill deep into operational details.
Also, advisory boards are free to focus on specific
regions, or on difficult challenges.
40. Staying out of the way
A challenging but critical task for today’s Directors is to find the
right balance between leadership and meddling.
One helpful criterion is to involve the board in operational
decision-making when the challenge is of clear strategic
significance—otherwise, Directors should usually stay out of the
way.
Many firms use planning devices to identify decisions that should
be made at the board level and those better left to management.
For example, annual calendars can schedule meetings on key
topics—like company strategy or executive compensation—to
ensure that Directors discuss these topics.
Committee charters may help define specific decisions for which
board committees are responsible.
Decision protocols can explicitly identify items under the Directors’
purview, such as financial statements, annual dividends, or
acquisitions and divestitures.
41. Staying out of the way
Often, the lead director and CEO reach an informal
understanding of matters that should be kept out of the
boardroom.
The single most important factor in cordoning off appropriate “no-
fly zones” is the Directors’ trust in their leader and top
management to keep them informed and involve them when
necessary— while holding them at arm’s length when this is in
the best interest of the company.
If unexpected issues arise that are outside the bounds of an
existing decision protocol, like regulatory changes or competitor
moves, the lead director and CEO usually make a judgment call
together as to whether the topics merit board-level consideration.
In general, they can help ensure the right balance between
leading and meddling by providing the right information;
facilitating a high level of discussion; focusing on the central idea;
and reinforcing a no-micromanagement norm.
42. The Leadership Difference
It is time to redefine Corporate governance to
explicitly include the role of collaborative company
leadership.
This revised definition should be institutionalized by
transforming the traditional governance committee
into a leadership & governance committee, with
responsibility for board candidate recruitment,
director evaluations, and board leader oversight.
The committee will need highly experienced
members, along with an appropriate charter and
budget that reflect its increased obligations.
43. The Leadership Difference
Today’s Corporate board must decide early on
where it will lead, partner, or stay out of the way.
It must designate its own leader; establish decision
protocols; create collaborative relationships with top
management; and ensure that every member is a
contributing member of the team.
Without wading deeply into daily operations, all
directors should be prepared to play an ongoing role
in realizing the company’s strategic goals—goals
that are increasingly the product of board-
management leadership partnerships.
44.
45. 1. Does the prospective director have the capacity to think strategically and
clearly about the organization as a whole, its constituents, value
proposition, etc.
2. Will the candidate be able to contribute tangibly to discussion without
veering into operational detail?
3. Is the candidate familiar with and experienced in the specific strategic and
execution issues flowing from the central idea—and capable of helping
formulate a new direction when disruptions in the context dictate?
4. Does the director have a proven track record of working collaboratively?
5. Will the candidate add intellectual and experiential diversity to the board?
6. Will the candidate be ready to engage constructively when vital issues are
on the line, the stakes are high and leadership becomes even more
essential?
7. Will the candidate help the board become more effective by asking good
questions and avoiding unrelated issues that highlight his/her area of
expertise?
46.
47. Learning’s for Application
Boards must commit to Co-creating Leadership as a partner. The
Independent Directors should not get into micromanagement.
Having said this they must contribute , collaborate with the CEO/MD and
other Senior Leaders in the areas of Company/Group Strategy, ERM, and
Human Resources.
Directors need to take ownership of the firm’s central idea. The central idea is
a statement of why the company exists and what will make it successful.
Directors should ensure that the central idea is compelling, internalize it, &
use it as a touchstone in their decision-making.
A leadership mindset & a willingness to collaborate are critical qualities to be
sought in today’s director candidates. Prospective Directors should be able to
think strategically about the firm, its value proposition, and competitive
position.
Given the expanded role of Directors, it is more important than ever before to
root out those who are dysfunctional or who fail to contribute. Boards can
benefit greatly from a regular, meaningful evaluation process for their
members. The board leader should take responsibility for dealing with a
problematic director.
48. Learning’s for Application
It is good for the boards to nominate one of their members to serve in a presiding role.
This lead director is empowered to convene meetings without the CEO present, review
management performance in confidence, and speak on behalf of the board.
When choosing a CEO, Directors must focus first on Job Role and deliverables for the
current & future of the organization and then leadership requirements, then on
candidate capabilities.
A Leader may be highly gifted, but lack the skills needed by a company at a particular
point or the context in its strategic evolution.
In a business climate rife with unprecedented threats— financial, regulatory, and
environmental—boards must take a leadership role in risk management. At the board
level, risk management does not necessarily mean risk avoidance. It means balancing
options so the firm can exploit opportunities without taking on excessive uncertainties.
Boards must continually maintain the right balance between leadership and meddling.
Decision protocols are helpful in explicitly defining appropriate areas for board
involvement. But ultimately, Directors must trust in the board leader and CEO to stake
out the right “no-fly zones.”
It is time to redefine the basic concept of corporate governance to incorporate the new
reality of board leadership. To institutionalize this new reality, boards should
reconstitute the traditional governance committee as a “leadership and governance
committee.”