Blog Archives

How and Why to Benchmark

Part of your end-of-year routine should be to take stock. What did you learn in 2012? How will you make 2013 better? This is a form of benchmarking. Comparing yourself to yourself, and to others, and looking for ways to

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Leader’s Bookshelf

Effective leaders are constantly learning. To help you keep learning, here are five of my favorite books, old and new, for growing a CEO’s or a manager’s capabilities. Pick one up to read over the holidays, or on your bus

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Four Steps to Making the Best Use of an Intern

When done correctly, internships present an awesome way to get traction on important goals with little effort, while sounding out a potential future hire.  Sadly, most internships are not used correctly by the employer.  Here are four steps to doing

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Three Mandatory Meetings

  Good meetings are the nerve centers of a good organization.  Here are the three meetings every organization should have – and how to make yours better. Meeting 1 – the Daily Huddle Duration: 5 to 15 minutes. Purpose: Prepare

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No More Lollipops

Some of our biggest problems are self inflicted. One of the worst is a mental mistake called “judging others by ourselves.” Young children do this all time. If they like lollipops, they just assume everybody likes lollipops. Young managers do

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Best Practices for Meetings – 5 Structural Elements

Most meetings suck. Yours can suck way less. Here are 5 structural elements that will make your meetings fast, fascinating, and effective — and how to implement each one.

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The Silent Cost of Incivility

E-Book PDF: Open in New Window | Download (246.1KB) Toxic incivility in the workplace is costing money, driving away the best employees — it’s even killing people. Don’t believe it? A recent study by VitalSmarts and the American Association of

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Post Acquisition Integration

After the merger or acquisition, the hard work starts — getting two groups to work cooperatively together. When things go badly, smart CEOs call someone like Christine Grimm, who specializes in handling the most difficult client situations. Fully 70% of mergers and acquisitions fail to deliver value, often because of a mis-match between cultures. Chris tells us how to do it right.

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