Monthly, as a Vistage Chair, I facilitate peer advisory boards where business owners, executives and CEOs support each other with their most complex strategic opportunities and leadership challenges. My job is to help group members interrupt executive tendencies to give advice or fix problems while generating a space where we can lead with more…
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I cut my teeth on project management twenty years ago in marketing operations at AT&T, rolling out some of the earliest cellular data services. Our win strategy was predicated on being first to market with innovative technologies. Every project I led was super secretive, super competitive, and super urgent. While I have a touch of ADD and…
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Last week at a business conference the opening speaker expressed his hopes for the day, with a side comment (and apology for using the word), “Hope, I know, doesn’t have a place in business.” I thought, “Hope? Why not hope?” A boardroom without hope is a boardroom without true vision. I’ve spoken with many executives who stumble with fully inviting hope…
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Simon Sinek reminds us, “A boss who micromanages is like a coach who wants to get in the game. Leaders guide and support and then sit back to cheer from the sidelines.” As I sit with these words, I know I haven’t worked with an executive or entrepreneur, yet, who believes micromanaging is a good idea. At the same time, micromanaging happens. We know it’s ineffective. We can…
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Committing to a leadership growth path involves not only developing technical and management skills, but also evolving our inner belief system. How we make sense of the world drives our choices, our behaviors, and eventually our effectiveness. Or, as Bob Anderson and Bill Adams, the founders of the Leadership Circle, explain it, “The inner game runs the outer…
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