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I have my own views on what it takes to be an effective leader at the top, based on many years as an executive in large companies as well as small, but I was impressed with the solid points in a new book, “ The CEO Test ,” by Adam Bryant and Kevin Sharer. Provide leadership to drive a transformation.
Transform Your Leadership: The Power of Thoughtfully Fit written by John Jantsch read more at Duct Tape Marketing The Duct Tape Marketing Podcast with John Jantsch In this episode of the Duct Tape Marketing Podcast, I interviewed Darcy Luoma, an expert on leadership and personal development. Book your call today, DTM world/ scale. (01:05):
As a business consultant and mentor to many young entrepreneurs, I often get questions about leadership challenges , and what you can do to solidify your leadership position and impact. It seems that today’s worker generation is more demanding, and less willing to accept guidance and direction from anyone with a leadership title.
One of the things I’ve learned in working with aspiring entrepreneurs is that managing and leading a team is a scary venture into the unknown for many people, even if they have worked as a business professional for years. Understand both leadership and management. You don’t have to be a boss to be a leader or a manager.
Entrepreneurs inherently understand that they have to be the initial leader of their startup, but often they don’t have the experience or the training to know where their leadership competencies lie, or how to build a leadership team. That’s intelligent leadership. Marty Zwilling.
The key elements of leadership in a company, both individual and organizational, are less tangible, but very critical in setting a market value for investment, acquisition, or going public. In the investment community, these leadership elements are often called “goodwill.” Execution leadership. Leadership brand development.
The key elements of leadership in a company, both individual and organizational, are less tangible, but very critical in setting a market value for investment, acquisition, or going public. In the investment community, these leadership elements are often called “goodwill.” Execution leadership. Leadership brand development.
Most of you aspiring entrepreneurs have no idea how dramatically your own role has to evolve as you develop a solution, start a business, and expect it to scale into a successful self-managed company. Here is an outline of the stages that we both see: Envision, implement, sell, and manage every step.
One of the things I’ve learned in working with aspiring entrepreneurs is that managing and leading a team is a scary venture into the unknown for many people, even if they have worked as a business professional for years. Understand both leadership and management. You don’t have to be a boss to be a leader or a manager.
In businesses, this requires a new internal culture and leadership. Yet I believe the role and requirements continue to evolve, as detailed in the classic book, “ Innovation by Design ,” by Thomas Lockwood and Edgar Papke, based on their studies. Use curious confrontation to manage disagreement and conflict.
I saw this challenge highlighted well in a new book, “ Leadership Skills that Inspire Incredible Results ,” by Fred Halstead. The job of an entrepreneur is a big one, so you can’t afford to be a “control freak” or a “micro-manager.” You can’t afford the delay. Afraid that delegating means losing control.
The CEO must focus on key management team hires and assume a few mistakes which need to get fixed. As one company Chairman says, "The common elements I see in first time CEO's: a) they don't hire fast enough, b) they don't fire fast enough, and c) they don't manage their board and investors well." Provide effective leadership.
One 11-year study of over 200 companies over a decade ago, detailed in the book “ Corporate Culture and Performance ,” found that those working on their culture improved revenue by 516%, and increased net income by 755%. I saw a good summary of these in the classic book, “ Ethical Leadership ,” by Andrew Leigh, an expert in this area.
One of the things I’ve learned in working with aspiring entrepreneurs is that managing and leading a team is a scary venture into the unknown for many people, even if they have worked as a business professional for years. Understand both leadership and management. You don’t have to be a boss to be a leader or a manager.
In both cases, it’s easy for them to become frustrated and give up, since most have never been trained in change management, and don’t even know what questions to ask. Phil Buckley, in his book “ Change With Confidence ,” provides practical answers to fifty of the biggest questions that keep change leaders up at night.
I also enjoyed the classic book, “ 63 Innovation Nuggets for Aspiring Innovators ,” by George E. Current research indicates that innovation is a discipline, it can be maximized, measured, and managed through formal processes. Individuals who are innovators are born, not bred. It’s impossible to innovate in a staid complacent culture.
I finally found some real guidance on this challenge in a new book, “ The Fearless Organization ,” by Amy C. She presents a wealth of case studies on the pain and business losses from this type of leadership and culture, and provides some practical guidance on how to change it to a more psychologically safe and productive workplace.
by Deb Boelkes, author of “ Heartfelt Leadership: How to Capture the Top Spot and Keep on Soaring “ Happy employees are the best kind. In my book “ Heartfelt Leadership ” I laid out the path to heartfelt leadership. Donald Stamets, general manager for the Flagship Solage, an Auberge resort, agrees.
Beginning with the Metronome effect, In our conversation, Shannon Susko defines the Metronomics framework and explains how it can revolutionize the way CEOs and leadership teams approach growth, strategy, and execution. Visit DTM world slash scale to book your free advisory call and learn more. It's time to transform your approach.
Based on many years of experience in business as an executive and consultant, I have long been convinced that emotional intelligence (EQ or EI) in leadership wins over logical intelligence (IQ) every time. Thus, I was pleased to see the steps detailed in a new book, “ The Emotionally Strong Leader ,” by Carolyn Stern.
Innovation driven by the next crisis is not leadership. I remember the classic book, “ The Three-Box Solution: A Strategy for Leading Innovation ,” by Vijay Govindarajan, one of the world’s leading experts on strategy and innovation.
Providing business leadership is a challenge under the best of circumstances, but it is especially difficult in times of market and customer crises. Both authors have managed their own companies through multiple crises, and are graduates of the Harvard Business School. Every case is a new one where prior experience won’t help you.
These were outlined well, with some good recommendations for overcoming them, in the classic book, “ Rocket Fuel ,” by Gino Wickman and Mark C. Again, the solution is a partner who is the voice of reason, who filters all of the visionary’s ideas, and helps eliminate hurdles, stumbling blocks, and barriers for the whole leadership team.
Since releasing my newest book The Entrepreneur’s Weekly Nietzsche: A Book for Disruptors I’ve been continually getting the questions “Why Philosophy and Entrepreneurship?” We no longer had to spend our time managing people and had figured out where our bread was buttered. Dave worried about paying rent.
In his new book, “Tech Debt 2.0 : How to Future Proof Your Small Business and Improve Your Tech Bottom Line” , senior global business and technology executive Michael C. Rather than leave it up to leadership to connect these dots, my team and I wanted to develop a more intelligent way to uncover these underlying root causes.
Most people will tell you this is impossible, but I found a classic book, “ Army of Entrepreneurs ,” by Jennifer Prosek, where she seems to have actually accomplished this. The entrepreneurial mindset is a function of motivation, priorities, and risk versus reward, all of which you set or enable by your leadership and example.
For example, only a few people today still think of Amazon as an online provider of books and related goods, now that they have exploded their business world-wide into every product arena, added web services (AWS), television and film production (Metro-Goldwyn-Mayer), a bricks-and-mortar grocery chain (Whole Foods), and more.
During my time in Silicon Valley, I was struck by the fact that most successful entrepreneurs seemed to personally know and regularly hear from all the “movers and shakers” who had the investment capital and leadership they needed. Managing people and results require the ability to track progress and reward the right people.
Every one of you business owners I know has worked hard to build your brand, and recognizes the critical value of instant brand recognition and leadership. The specifics of these shortcomings are hard to nail down, but I was impressed with the good summary provided in a new book, “ Make It, Don’t Fake It ,” by Sabrina Horn.
I saw a good summary of these in a classic book, “ Ethical Leadership ,” by Andrew Leigh, an expert in this area. Business ethics are more about religion than management or leadership. Ethics can’t be managed. Any given individual may not recognize the moral scope of the issues involved. The reality is different.
Most VCs are book smart. In fact, book smart can be a negative. It felt like there was a wavelength with management and somebody wasn’t on it. EQ and Team Leadership? And let’s be clear – in almost every company there is executive management fighting. Smart is simply not a differentiator.
The Art Of Modern Leadership written by John Jantsch read more at Duct Tape Marketing Marketing Podcast with Kirstin Ferguson In this episode of the Duct Tape Marketing Podcast , I interview Kirstin Ferguson. She is Australia’s most prominent leadership expert and a highly experienced business leader in her own right.
Employees are still too often thought of as a commodity, to be acquired “just in time” for the lowest cost, and managed as a disposable asset. For a hands-on guide in developing data-driven people strategies, I found some practical techniques in the classic book, “ The Data Driven Leader ,” by Jenny Dearborn and David Swanson.
Thus I was pleased to see this subject, and related strategy decisions, covered well in a recent book, “ Brand Vision ,” by Jim Everhart. Mr. Everhart distills his leadership insights from many decades in one of the largest business-to-business marketing agencies, working with companies across the country.
In businesses, this requires a new internal culture and leadership. Yet I believe the role and requirements continue to evolve, as detailed in the book, “ Innovation by Design ,” by Thomas Lockwood and Edgar Papke, based on their studies. Use curious confrontation to manage disagreement and conflict.
No matter how talented you are, it doesn’t matter unless managers can see those talents and think of you as an invaluable employee, or a game-changing manager, or the person whose name is synonymous with success. Manage your whole image, rather than ignore it. You are going to need a lot of skills you don’t have right now.
By default, every one of you who owns a business or manages a team has the title of leader, but in my consulting experience, I find that just having the title doesn’t make most of us a leader. I also find that leaders are made, not born , meaning that we all can grow into leadership, if we learn from experience.
As an advisor to business owners, and an occasional angel investor, my job is to separate the actual challenges from the common misconceptions that distract many promising entrepreneurs while building the leadership team required for your solution, marketing, and finance success. It’s the execution that’s hard.
In the wake of recent struggles , the people you need and want are looking for a new human focus from their leaders and managers in today’s chaotic and competitive labor market. I’m sure you feel this change, and if you are, or want to be, in a leadership role, you need to focus on how to be more human and lead humans.
Gottlieb, an inspirational business leader, and Harvard Business School executive education alumnus, champions a leadership philosophy centered on strategy, empowerment, and consistent execution while founding charitable initiatives like “Windows for a Cause” and “Baths for the Brave.” Yeah, you'd call it a leadershipbook, I suppose.
Many companies don’t reach the next phase either because their leadership doesn’t adapt as an organization or because they don’t design processes that lead to scaled outcomes. An example of the systems companies build are pricing & revenue management tools to best help to optimize yield.
Matt Blumberg has a new book out titled Startup CXO: A Field Guide to Scaling Up Your Company’s Critical Functions and Teams. It’s a follow-up to his previous book, Startup CEO: A Field Guide to Scaling Up Your Business. The book is 132 chapters broken into 11 sections. I’ve been working with Matt since 2000.
I found some good guidance on this subject in a new book, “ The Leader You Want To Be ,” by Amy Jen Su, a managing partner in an executive coaching and leadership development firm. Thus, in my consulting with entrepreneurs, I always encourage them to get more comfortable asking for help.
As businesses increasingly seek scalable marketing leadership, the demand for fractional CMOs has surged. Leadership: Many businesses lack strategic marketing leadership, especially in the $3 to $30 million range. But not so much the supply. People want to learn and are learning by doing but don’t feel quite there yet.
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