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The 5 Common Behaviors of Strong Leaders
- September 10, 2015
- Category: Leadership and People
Leadership is always a hot topic among executive teams at mid-market companies. Everyone looks for strong leadership – Boards, CEOs, VPs, managers and new employees. Some of you are natural born leaders. But for many of us, leadership is something that is learned, developed and practiced. There are many strong leaders that were not “natural”
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The Secret to Getting Your Message Heard
- August 19, 2015
- Category: Leadership and People
Have you ever felt the frustration of feeling like your colleague isn’t hearing what you’re saying? You think they understand what you’re saying, but your message isn’t truly heard? Most of us have (and for some of us, it happens more than we wish). When this happens among friends and family, it’s frustrating. When this
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The 12 Essential Skills of a Strong Leader
- August 6, 2015
- Category: Leadership and People
Strong leadership is critical for building and sustaining a successful organization. I speak often about leading with vision, simply because it’s the easiest way to galvanize your people and set the course. But many of you aren’t yet seated in the position to establish your organization’s vision, and you still want to develop your leadership -
Communicating Your Vision
- June 11, 2015
- Category: Leadership and People
In my last post I talked about creating a vision for a company. One of the key points of that post was highlighting the difference between being an organization with a vision statement … and becoming a truly visionary organization. It’s a common practice for a mid-market company to create a vision statement that never
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Creating the Vision for Your Company
- May 14, 2015
- Category: Leadership and People
It’s been almost 30 years since Jim Collins and Jerry Porras’ story Building Your Company’s Vision appeared in the Harvard Business Review. Two decades later, their work is still extremely relevant to companies worldwide; it’s not a passing management fad. Yet I frequently hear questions and comments of confusion when leaders of midmarket companies talk -
Reducing Your Time Commitment Without Sacrificing Your Company’s Performance
- April 23, 2015
- Category: Leadership and People
Many of you have heard me say that the key to being a successful midmarket CEO is to carefully manage the elements of your business that have the greatest impact on your company’s value. And many CEOs have a clear understanding of this and spend countless hours working to improve these areas of their business.
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The Importance of Celebrating Your Achievements
- April 1, 2015
- Category: Leadership and People
I always enjoy chatting with you about the things that are happening in your business and your life, and hearing your questions and providing recommendations. These conversations also remind me of how similar we are in our experiences and ideas. This post covers a topic I talk about often but haven’t written much about. The
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Reaping the Rewards of Strategic Marketing
- February 5, 2015
- Category: Marketing and Distribution
In an earlier post, I talked about the importance of patience while implementing a strategic marketing program. This type of initiative is very different from a typical marketing campaign, where you usually know how well it’s working right away. In a business-to-business company, the rewards of a well-executed strategic marketing program can take months, quarters
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A Roadmap for Resolving the Most Dangerous Challenges Facing Your Company
- January 27, 2015
- Category: Performance and Financial Modeling
During my tenures as CEO of three different mid-market companies, I, like you, was always striving to improve every facet of my business. One of the challenges I faced during my early years as the CEO was prioritizing the areas of the business that my team and I wanted to improve. (In most organizations a
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Lessons from the Elevator
- January 15, 2015
- Category: Leadership and People
Several years ago, I was working with the CEO of a client organization. We were working in his office on the 8th floor, and when the lunch hour arrived, we decided to head out for lunch and continue our work. Earlier that morning when I had arrived, I had taken the main elevator to the