If you missed last week’s blog ‘The One Question You Should Ask Everyday’ go back now, take a read through and meet us back here when you’re done. If you’re up-to-date welcome back!
This is part two of a four-part blog series on Dr Marshall Goldsmith’s seminar “What Got You Here, Won’t Get You There” that was hosted by The Growth Faculty last month.
Sometimes environmental and psychological stimuli push us off the path to becoming the person we want to be. Goldsmith has been coaching executive leaders and corporates for years on overcoming “triggers” and working with them to develop plans to lead meaningful lives and change unwanted behaviour.This may be a question you conscientiously ask yourself on a daily basis, but do you ever approach the subject with others? How many times in the past month have you asked your colleague, partner, child or parent how you can be a better colleague, partner, child or parent? Expert coach Marshall Goldsmith says probably not enough, in fact, probably never.
During her keynote at the Growth Summit ’16 in Australia and New Zealand in March, Frei addressed the dangers organisations face in attempting to excel at everything. Producing what Frei describes as ‘exhaustive mediocracy’, how does an organisation decide what they should dare to be bad at?
Analysing major companies including Southwest Airlines, IKEA and Walmart, Frei illustrated how the best companies determine what their customers value most, and move their focus to achieving success in that area. A difficult thing for a company to do, but necessary in order to achieve greatness.In an invigorating close to the Growth Summit 16 in Australia and New Zealand in March, Grenny identified our important capacity to influence behaviour, and yet, noted that many leaders are naïve about why people do what they do. When solving influence problems (that is, how to influence someone’s behaviour), we have a habitual method of determining how to do so. There is a need to systematically identify and influence problems in a categorical way, and Grenny outlined just the format in which to do so.Jonathan Byrnes sat down with us at Future Thinkers to discuss his award winning book, Islands of Profit in a Sea of Red Ink: Why 40% of Your Business Is Unprofitable and How to Fix It. Most companies get it wrong when it comes to analysing their customers. Jonathan says ‘traditional methods don’t cut it’ and explains these days, ‘the locus of value creation is shifting from product innovation in mass markets to account management/supply chain process innovation in precision markets.’Speaking at the Growth Summit ’16 in Australia and New Zealand the other week, Ismail shared a global perspective on the impact of breakthrough technologies and how organisations can leverage these disruptions to grow 10 times faster than their peers. What he refers to as Exponential Organisations (ExO).As innovative CEOs have discovered, executive assistants can do much more to help them perform effectively, beyond simply digitizing what used to be paper tasks. Modern EAs are conducting corporate research, providing advice on community outreach and even subbing for their bosses at meetings. Here are some tips on how to effectively utilize your EA.If you think you aren’t being judged by the caliber of your executive assistant, think again. Your executive assistant is your face to the world, your brand ambassador and your ultimate PR person. That being the case, executives must be mindful about whom they are choosing to represent them because your choice of assistant tells the world what you wish to convey about yourself.
“We’ve been studying and analysing and thinking about leadership for thousands of years.”
Stewart Crainer and Des Dearlove assert that although leadership is both “universal” and “timeless”, the study of leadership only took off in the 1980s. The results however, have continued to profile the same types of leaders, describing their skills using a tidy set of rules.