An organization can’t be focused and aligned unless the top management team is focused and aligned. It has to start at the top.
Make no mistake about it. The consequences are severe. When you don’t live up to your commitments, the people who judge you—harshly—are your team.
I was having coffee with David, a university student and football player who asked to meet with me to get my insights about starting a consulting practice. I’m always happy to meet with ambitious, young people who are eager to learn and grow.
Whenever companies embark on their annual strategic process, the discussion invariably turns to growth. It’s often an unchallenged assumption that each year you should grow revenues, profits, market share—all of it. And why not?
Ray Zinn, founder and CEO of Micrel, is the longest serving CEO of a publicly traded company in Silicon Valley. He led the microchip company to profitability in 36 of 37 years,
You want to build a strong team. You want a diverse team. Great, but what does that mean?
If you’re like most people, the first categories that come to mind are gender and race (as fuzzy as those terms might be).
Bad meetings are as painful as good meetings are productive. How do you make sure that your meetings are the latter, that people are checked-in, not checked-out, and that they’re bringing their A-game?
How committed are you to “winning”? Almost every leader will say things like: “Very!” “I’m all in!” “One hundred percent!”
“Focus on what you can control.”
Every leader knows that, right? Why waste time on the things you can’t control when you can use it to deal with the things you can?
My best friend and I played on the same football team in college. He was a defensive back. He was fast and strong yet never fulfilled what many believed was his potential.
Everyone knows the Golden Rule: “Do unto others as you would have them do unto you.” It’s a simple yet powerful reminder to treat others the right way.