by D. Kevin Berchelmann | Mar 25, 2013 | Executive Improvement, Kevin Berchelmann
Private equity firms generally have more cash on hand than they do portfolio companies. Seems odd. But the primary reason for this and why private equity groups don’t invest more frequently is because they can’t find leadership teams that they’re willing to invest in. Like a bank, if you can’t make money, you’re not going to put your cash there. Private equity fund investors (partners) who contribute money want returns. And it’s almost always the reason why private equity groups are not jumping in head first–because they don’t have trust in the leadership.
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by D. Kevin Berchelmann | Mar 18, 2013 | Executive Improvement, Kevin Berchelmann
Our world today tends to be a selfish one and that doesn’t differ when it comes to business either. When you meet with a consultant, everyone wants to know: “What’s in it for me?” In a nutshell, that’s actually the cornerstone of what I do for an organization. I help someone mitigate their pain. Even if my client is just the one person experiencing some sort of pain or challenge, my end goal is to satisfy them– to help them understand what can be done to relieve that suffering. If I do that first, help them understand how to relieve pain, then the understanding keeps giving, often linking to other, unexpected areas. The gift that keeps on giving… (more…)
by D. Kevin Berchelmann | Mar 12, 2013 | Executive Improvement, Kevin Berchelmann
Technical people, the quantitative business people, engineers, developers, programmers etc. are forever looking for perfection. One of the things I’m always working on with them is realizing that the goal is success not perfection. Perfection is an unattainable standard; it’s not realistic. What we should be looking for is success, and we can get it without perfection. Sure, this concept drives some OCD people nuts, but that’s where we need to be- at a place where success is the standard.
So how do we get there? By defining success using very clear expectations, making some really good decisions and then being able to recognize when our objectives have been met. (more…)
by D. Kevin Berchelmann | Feb 4, 2013 | Executive Improvement, Kevin Berchelmann
Leaders come in a variety of shapes and sizes. Some leaders are charismatic, others are commanding and stern. But there are very few executives with skills, knowledge and expertise who haven’t worked hard to build themselves into who they are today. The truth is, leadership expertise takes work, personal work. And at a time when we need incredibly competent, fast-adapting leadership, our resources are unseasonably strained. So what can we do to change these trends and help shape powerful leaders? Here are a few thoughts that help explain the “how” behind leadership expertise. (more…)
by Triangle Performance Staff | Jan 30, 2013 | Kevin Berchelmann, Organizational Effectiveness
In today’s business climate, where rapid change, technological breakthroughs and improvements define the quest for high performance, are middle-managers making a comeback—having a renaissance of sorts? The short answer is “yes.” The longer response includes some discussion around our success (if any) in eliminating their utility in the first place.
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by D. Kevin Berchelmann | Jan 28, 2013 | Executive Improvement, Kevin Berchelmann
We’ve known for awhile now that the key to an organization’s success is its people. It’s not fancy processes, state-of-the art technology or even unique competitive advantage. It’s always about the people. But do we remember this when we should? And as leaders, can we honestly say that it’s our people that drive decision-making? A recent article in the Houston Chronicle brings this concept home and is a stellar example of how leading for people can translate into exceptional success. (more…)
