So you’ve made some pretty significant gains, but you still can’t reach that next level. Stop your whining. It’s not rocket science. The good news is, you’re not alone. It’s just an inability to communicate sincerely – giving and receiving feedback – not earth shattering stuff here, but critical for your success as a leader nonetheless. (more…)
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.
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…)
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…)
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…)
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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