Many leaders and organizations find themselves at a crossroads with artificial intelligence (AI): intrigued by its potential, wary of its risks, and uncertain about how to move from curiosity to confident adoption.
These mixed feelings-curiosity, skepticism, fear for jobs, and concern about privacy and security-are not only common but valid.
As Geoff Woods, author of The AI-Driven Leader, emphasizes, AI is not here to replace us, but to … continue reading
1: Back in 2014, business was booming at Google and Apple.
Not so much at Microsoft. The one-time tech leader was stumbling.
“As the world shifted to mobile and cloud computing,” Geoff Woods writes in The AI-Driven Leader, “Microsoft was falling behind, gasping for breath. It was out of touch and slow to adapt.”
In February of that year, Satya Nadella became just the third CEO in … continue reading
1: Imagine being the captain of a battleship. A torpedo has hit the ship.
Now what?
“Send a portion of their crew to contain the hull breach,” Carolyn Dewar, Scott Keller, and Vikram Malhotra write in their book CEO Excellence.
The captain, however, “stays on the bridge, increases speed to full, and deploys the rest of the crew to keep fighting the war.”
The best CEOs take … continue reading
1: The executive team had gathered to make three investment decisions.
“First, they discussed the investment for a £10 million nuclear power plant,” Carolyn Dewar, Scott Keller, and Vikram Malhotra write in their book CEO Excellence, citing C. Northcote Parkinson’s 1958 book The Pursuit of Progress.
Total time spent to make the decision: Two and a half minutes.
Next up? What color should they paint their … continue reading
To become a transcendent leader, we must understand what truly motivates people.
Author and leadership expert Fred Kofman believes there are four levers leaders must utilize to capture the hearts and minds of their team members.
Yesterday, we looked at the power of purpose. Today, we detail three other powerful tools transcendent leaders tap into to build inspired organizations: Principles, People, and Autonomy.
First up: Principles.
“As a culture architect,” … continue reading
1: 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.
Searching for a bit of wisdom as we push to end 2024 on a solid note and start 2025 with a bang? Read on!
Imagine we adopt a new puppy from the pet shop, suggests Peter D. Kaufman, CEO … continue reading
1: Imagine our goal is to raise $10 million.
Which is a better approach? Would we rather solve 100 problems at $100,000 each?
Or, attempt to solve a single $30 million problem?
Dr. Alan Barnard, one of the world’s leading experts on constraint theory and decision-making, believes the second approach is a far better strategy.
Why? “For multiple reasons,” Alan believes, as quoted by Dan Sullivan and Ben Hardy… 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
