Highlights

  • Reset 2021: Three “Protect and Correct” Leader Priorities

    Year Two of the coronavirus pandemic sees uneven and fragile economic recovery in the United States and broader global community.  While Chief Executive Magazine recently reported US CEO confidence in future business conditions at a two-year high, leaders in both profit and mission-based organizations continue to face daunting fiscal and operational challenges.  

    In this Reset 2021 article I will address three priority areas that leaders and the boards that oversee them are talking about now and that require ongoing “protect and correct” attention and action.   

    The three priority areas are Organizational Reputation, Human Capital and Cybersecurity. 

    Often discussed within the framework of Environmental, Social and Governance (ESG) issues and regulation, these areas are discrete but interlinking business dimensions that need to be high on the senior executive team’s 2021 “protect and correct” agenda.  Why?  Because the prolonged global socio-economic dislocations wrought by the Covid-19 pandemic, combined with a low trust stakeholder ecosystem, and disruptive, next generation digital technologies all contribute to heightened business and management risk.

  • “Type G” Leadership – The Power of Gratitude

    “The deepest principle in human nature is the craving to be appreciated.”    – William James

    The coronavirus pandemic continues to challenge leaders with navigating rapid change, making tough decisions, and all the while maintaining a motivated community of employees, customers and other partners.

    One of the surest ways for leaders to strengthen stakeholder motivation and engagement is to show Gratitude on a regular basis.  I call these Gratitude champions Type-G leaders for short.

  • Perils of the Productive Narcissist

    LEAD NOW -June 2013If you’ve been in the workplace for any period of time, you’ve probably encountered someone who fits the description of a Productive Narcissist. In fact, you might have even hired the person yourself, unaware that certain personality traits would turn your star performer into a costly management “black hole.”

  • Leading in the NEW ABNORMAL: Covid-19 People Priorities

    A crisis by definition involves an abnormal state.  So let us be clear:  the coronavirus pandemic has not ushered in a new normal but an abnormal social and economic dislocation unlike anything in memory.  To be effective in battling this existential threat to life and economic well-being, organizational leaders need a playbook that prioritizes speed, flexibility and adaptability in managing uncertainty.

    Here are three people priority focus areas for leading effectively in the NEW ABNORMAL.

  • Leading in Crisis: Six Winning Tactics for Tough Times

    Crisis situations, whether they are the result of natural or man-made disasters, are the ultimate leadership test.  In the first two decades of this century public and private sector leaders have had to deal with the 9/11 terrorist strikes, the 2008-2009 financial recession, devastating hurricanes, and business-crippling cyber attacks.  Now the novel coronavirus pandemic presents unparalleled challenges of intervention, coordination and collaboration both within and across countries globally.

    As Jawaharlal Nehru noted, “Every little thing counts in a crisis.”

    Here are six field-tested pointers for leading effectively in tough, turbulent times.