by D. Kevin Berchelmann | Dec 24, 2012 | Executive Improvement, Kevin Berchelmann
How’d you do last year? Did you get the things accomplished that you set out to do at the beginning of the year? Most of them? Some of them? Any of them? If so, great. If not, why not? Now – right now – is the best time to answer the following questions. And remember, the answers to these questions will help you determine directions and realistic expectations for this year.
Look at the Accomplishments: Regarding those things that were successful last year, what made them so? Was it because of you and your leadership, or in spite of? Is it repeatable, and if so, do you know exactly how you did it in the first place? For the people you lead, have you appropriately recognized their successes? (more…)
by D. Kevin Berchelmann | Dec 17, 2012 | Executive Improvement, Kevin Berchelmann
There’s a wonderful book entitled Hope is Not a Strategy. In many cases, we hope things don’t happen, but sometimes they do. So, we hope for sunshine, and plan for rain. Such is the impetus for sound succession planning.
Effective Succession Planning Leads to Continuity
Hours after the sudden heart attack death of McDonald’s 60-year-old chairman and chief executive, Jim Cantalupo, directors announced that Charlie Bell, the 43-year-old president and chief operating officer, would succeed him. The swift decision gave immediate reassurance to employees, franchisees and investors that the fast-food giant had a knowledgeable leader in place who could provide continuity and carry out the company’s strategies.
The McDonald’s example is the exception, rather than the rule. Companies typically name an interim chief and then spend several months (or longer) searching for a permanent successor. Take Dana Corp., for example. After chairman and CEO Joseph Magliochetti died suddenly in September, 2003, directors named 2 interim executives – a chairman and a CEO, to lead the company while they searched for a successor. In March of 2004, Dana’s board finally found a new president and CEO, Michael J. Burns. (more…)
by D. Kevin Berchelmann | Dec 12, 2012 | Executive Improvement, Kevin Berchelmann
Leadership is a learned skill.
It can be taught, internalized, and applied. The “thoughts” or “beliefs” that some leaders have may make their personal convictions stronger, but people–followers–only see tangible actions. (more…)
by D. Kevin Berchelmann | Dec 10, 2012 | Executive Improvement, Kevin Berchelmann
Great leadership is tough to come by, but not impossible. Whether you’re facing major organizational change, or up against an under-performing economy, there are strategies that can help you transition your team and lead more effectively. Leading in difficult times- in this case, during economic recession- isn’t hugely different from day-to-day leadership, but isn’t exactly the same either.
On the positive side, the current challenges we face can be extremely effective at fostering a call to action. Here are five key strategies for recession proof leadership. They aren’t necessarily difficult, but to ignore them will certainly make the end goal more challenging. (more…)
by D. Kevin Berchelmann | Dec 3, 2012 | Executive Improvement, Kevin Berchelmann
Someone recently asked me for my biggest successes as a leader. I’ll tell you up front, it’s a tougher question than it seems. Give it a shot–it’ll make you scratch your head a bit.
Here’s where I arrived:
My biggest success(es) as a leader have been in hiring and developing a handful of people who have become wildly successful leaders in their own right. (more…)
by D. Kevin Berchelmann | Dec 3, 2012 | Executive Improvement, Kevin Berchelmann
Many consultants, academics, and self-proclaimed management and leadership gurus perpetuate the myth that “leadership” is some lofty, intrinsic skill that you just “arrive at” through timing, opportunity, and sometimes birth. Those same experts will then explain how “management” is a basic, simple skill learned by reading books, attending classes, and being developed in a regimented fashion. Hogwash.
The connection between leadership and management is inextricable. The two are so interconnected that spending time arguing about the differences is akin to arguing whether a plane can fly because of its shape or engine thrust. It needs both to work correctly, and the same holds true for leadership and management. (more…)
