1: The best CEOs understand that they must have a “hands-on” connection with each individual on their leadership team, McKinsey consultants Carolyn Dewar, Scott Keller, and Vikram Malhotra write in CEO Excellence: The Six Mindsets That Distinguish the Best Leaders from the Rest.
“You invest time and energy with each, recognizing they’re all individuals,” comments Michael Fisher, CEO of the nonprofit Cincinnati Children’s Hospital Medical Center. … continue reading
1: It was the 1990s. DBS Group CEO Piyush Gupta was working at Citibank and was halfway through a three-year assignment within the bank.
One afternoon, he sat down with his executive coach, who asked him to identify the A, B, and C players on the team he was leading.
Piyush had some A players. But many of those on his team were B and C players.
“The coach bluntly … continue reading
1: Imagine walking through a forest.
“The diversity of trees you’ll see can be quite dazzling,” write McKinsey consultants Carolyn Dewar, Scott Keller, and Vikram Malhotra in CEO Excellence: The Six Mindsets That Distinguish the Best Leaders from the Rest.
“Douglas fir, white pine, Aspen, red maple, and oak soar toward the sky, each individually competing with the others for sunlight and space.”
Is this true? Actually … continue reading
1: Selecting the right people and putting them in the right roles is just the beginning of the CEO’s role in managing talent.
The best CEOs, write McKinsey consultants Carolyn Dewar, Scott Keller, and Vikram Malhotra in their book CEO Excellence, make a considerable investment of time and energy “into coaching, retaining talent, managing performance, and planning for succession for the most valuable roles.”
These leaders become … continue reading
1: Getting better at getting better is what RiseWithDrew is all about.
Monday through Thursday, we explore ideas from authors, thought leaders, and exemplary organizations. On Friday, I share something about myself or what we are working on at PCI.
One of my goals for the year is to experiment with different approaches and tools to strengthen my relationships with the people I love and care about.
We will … continue reading
1: Management author Daniel Pink observes: “When it comes to motivation, the only reason to put money on the table is to take the issue of money off the table.”
What exactly does that mean?
Monetary and material rewards are “hygiene factors,” says management psychologist Frederick Herzberg. Their “absence or unfairness can cause people to disengage, but their presence doesn’t make them feel engaged.”
Which is something most leaders … continue reading
1: A daycare center in Israel wanted to encourage parents to pick up their kids on time. Teachers were upset because they were regularly late getting home to their families.
“More and more of the parents,” Fred Kofman writes in The Meaning Revolution, “were coming late to pick up their kids, regardless of the appeals of the woman who ran the center.”
Imagine being the daycare center director. What … continue reading
1: Amy, a millennial, had just graduated from college. She was hired as a telesales representative at a software firm.
Amy took the job, knowing it wasn’t a “career job.” But she needed to pay her rent, Fred Kofman writes in The Meaning Revolution.
“Her job was to cold-call people who had previously used the company’s software to sell them a new product,” Fred writes.
Her compensation? $20 per … continue reading
1: Imagine working for an organization with a strong and deep workplace culture. We love our job and our company. Our work has purpose and meaning. Leaders walk the talk regarding integrity and doing the right thing. We feel a sense of belonging and connection with our colleagues and have autonomy in our work.
“How much more would another firm, known for its toxic culture, dysfunctional employees, soul-crushing work, obsessive … continue reading
1: 1: Getting better at getting better is what RiseWithDrew is all about.
Monday through Thursday, we explore ideas from authors, thought leaders, and exemplary organizations. On Friday, I share something about myself or what we are working on at PCI.
So what happens when we work on a team with a supervisor who scores low on emotional intelligence (EQ)?
The research tells us we will feel inspired about 25 … continue reading
