As soon as we become managers, it’s not just our own performance that counts. Our team’s performance counts just as much, or more. So how do we get them focused on the right things and making the most of every minute they work? This article lays out one of the biggest, most important tools every manager must use.
Rob interviewed more than 100 business leaders in researching his newest book, and now the tables have been turned. In this latest issue of The CEO Insomnia Factor, Bob Morris interviews Rob in his inimitable get-deep personal style. We take a look under the hood at how the book came into being and discuss what’s different for CEOs today. We look at leadership, change-making, growth and the “7 Silent Growth Killers” that were synthesized from Rob’s research.
Startup companies that thrive react to a new market opportunity at lightning speed, long before big, established companies even recognize what’s happening.
Want to Upgrade Your Business? Upgrade Your Leadership Team!
A maturing industry requires its leaders to act differently. As industry players grow larger to manage compliance burdens and to gain access to capital, leadership styles that worked in the past can become dysfunctional.
Directors & Boards has excerpted part of Rob’s new book regarding Tolerating Dysfunctional Leaders in their Thought Leadership section of their Q4 2014 publication. “From a roundup of new books, insights on mentorship, executive team under-performance, enduring traits, director interlocks, doing an IPO . . . and the value of your non-customers” they included Rob’s newest book.
Many closely held companies don’t have a functioning board at all. Investor-backed private companies usually have boards, but many are dysfunctional, neither helping management perform at higher levels nor managing risk.
Most midsized company leaders want their businesses to become mighty growth machines. Unfortunately, sometimes that growth slows, stops, or goes the other way, and their leaders don’t know why. Is it the market? Is it the product? Is it the leadership team? Is it something he or she has done wrong – an ill-conceived deal; an unrealistic strategy?
Too many managers and leaders spend all their time and effort using what they already know to help their company. That sounds like a good thing, and it is in the short term. The problem is that soon the company grows, and needs new ideas and solutions. The manager who has not anticipated this and has not grown their own knowledge base is less able to help their company. That’s bad for the company and bad for their career. This article gives specific, practical steps for any manager or executive to put themselves on a self-guided learning program.
33voices is a global conversation about things that matter in business and in life. They create impact by keeping important ideas moving. They bring together the most influential thinking and thinkers on the planet to help entrepreneurs and business creators build great businesses and live great lives.
Having coached entrepreneurs for over 25 years, they have discovered that often times, the tipping point between merely surviving and building a thriving business, is perhaps a new relationship; a new perspective on an existing challenge, or simply just a bit of inspiration. In short, they are convinced that access to an inspired community is what leads to exponential growth.
On October 25, 2014, 33voices is featuring a interview they had with Robert Sher. Won’t you listen and watch and share these with your cadre of business associates and friends?
Become a pro at firing executives. You won’t brag about it at parties, but your company will be stronger and wealthier for it!
Robert Sher is founding principal of CEO to CEO, a consulting firm of former chief executives that improves the leadership infrastructure of midsized companies seeking to accelerate their performance. He was chief executive of Bentley Publishing Group from 1984 to 2006 and steered the firm to become a leading player in its industry (decorative art publishing).