Have you ever read a news article where directors are quoted giving a glowing endorsement of the current CEO, only to find that same CEO stepping down a few months later under a dark cloud amid stories of misconduct? What brings those board members to ignore negative information and paint a gloriously healthy but misleading picture of the organization?
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This is the first of a four-part series examining the topic of CEO succession, and how to beat the odds when it comes to succeeding in a new executive role. In this initial article, we explore warning signs of CEO derailment and how to course-correct to help CEOs transition with success.
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Teams have the capacity to accomplish spectacular feats when they are pulling in the same direction. Regardless of your environmental challenges, the success of a team does not fall on one top-performing leader or “top dog.” All teammates must be functioning at peak performance and rallied around a team purpose.
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A couple decades ago, those of us in the business communication world used to have one driving statement that we used in teaching people to communicate more powerfully. It was simply, “You can never overcommunicate!” Today, I travel around the United States from company to company trying to convince leaders that this same idea is now total lunacy.
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I have studied multiple leadership models over the years but rarely find patience mentioned as a key element. Perhaps that is due to multiple cultural sayings regarding the importance of taking action. Whether, “There is no time like the present,” “Never put off tomorrow what you can do today,” or “Carpe Diem!” leaders are implored to do something now.
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There is often a sense of mystique about the CEO, resulting from the perception that they are removed from the daily workings of the company, and that they are somehow larger than life.
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The fact that most construction firms are struggling to find qualified people is old news. To be sure, much of the blame for the labor shortage problem can be laid at the feet of the Great Recession, when job demands changed dramatically and many downsized workers left the industry for good. T
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Today’s business environment is very different from six years ago when the pace of economic progress seemed unstoppable. With fewer prospects for growth and expansion, today’s design and construction companies are forced to fact-gather and research their markets, existing and potential customers, as well as competitors, ever-more carefully – failure to pay attention to changes in old markets […]
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While there are no cookie-cutter solutions for ownership transfer, there are some viable strategies to consider when it’s time to successfully hand over your company’s ownership to the next generation.
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Execution is the main reason companies fall short on their promises. It is the gap between what a company’s leaders want to achieve and the ability of their organizations to deliver it. The superlative companies in our industry have linked together three key components—the people, strategy and operating plans—that provide the details of execution.
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