1: “Most CEOs have a ‘top talent’ list that can be counted in the single digits,” Carolyn Dewar, Scott Keller, and Vikram Malhotra write in CEO Excellence: The Six Mindsets That Distinguish the Best Leaders from the Rest.
“CEOs can entrust them to do things that others can’t,” they write. “These stars sit on just about every standing committee and act as sponsors for most task forces … continue reading
1: Who is typically the highest-paid player on an NFL team? ask Carolyn Dewar, Scott Keller, and Vikram Malhotra in their book CEO Excellence: The Six Mindsets That Distinguish the Best Leaders from the Rest.
The quarterback. Because he executes almost every play on offense. The quarterback is responsible for putting points on the scoreboard.
Who is the second highest paid?
Most “people guess running backs or … continue reading
1: “Who are your top twenty most talented leaders?”
That was the question McKinsey consultants Carolyn Dewar, Scott Keller, and Vikram Malhotra asked the CEO of an average-performing healthcare company.
The CEO shared his list.
Next, they asked: “What are the twenty most important roles in the company?”
Once again, he shared his list, but “with a speed that suggested he hadn’t given that answer nearly as much … continue reading
“Design is intelligence made visible.” —Alina Wheeler
1: Columbia Business School professor Rita Gunther McGrath wanted to know the key difference between high- and low-growth large organizations.
Her research suggests two factors. Which seem to be in opposition to one another.
“On the one hand, they [high-growth large companies] are built for innovation, are good at experimentation, and can move on a dime,” she writes.
The second factor?
“On the … 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: “A lot of leaders are rowing a boat. They’re bringing everyone along with them, and saying, ‘Come follow me,'” Fred Kofman writes in The Meaning Revolution.
“But the way I’ve seen Jeff Weiner (Executive Chairman of LinkedIn) and other great leaders do it, they’ll go and get on a surfboard. They don’t say, ‘Follow me.’ They say, ‘Come join us on this huge wave.'”
What’s the difference … continue reading
1: “Germans are extremely proud of their engineers—particularly those in the car industry, which is home to stellar high-export brands like Daimler, BMW, and Porsche,” Fred Kofman writes in The Meaning Revolution: The Power of Transcendent Leadership.
Martin Winterkorn, the future and now former CEO of Volkswagen, is an “intelligent, ambitious overachiever,” Fred notes, earning a PhD in physics from Germany’s acclaimed Max Planck Institute.
Martin got … continue reading
1: Question one: “How can we build a real, honest, human foundation for an enterprise—one that is so trustworthy that people will give just about anything to be part of it?” writes Fred Kofman in The Meaning Revolution: The Power of Transcendent Leadership.
Question two: “Then, when everyone is committed, how do we work together effectively to win as a team?”
Who is a real-life leader who not only … continue reading
1: Author Fred Kofman was leading a leadership seminar at a chemical company.
“I love molecules!” Boris (not his real name) exclaimed with humorous exasperation. “Molecules are so well behaved. You apply a certain amount of heat and a certain amount of pressure to them, and you know exactly what they are going to do.”
Everyone laughed.
“The problem,” he went on, “is that I did so well managing molecules … 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
