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 Fridays or over the weekend, I try to share some wisdom or something I’m thinking about or working on.
May 4th will mark seven years of writing RiseWithDrew every weekday. Haven’t missed a day except for holidays.
For the last several years, I’ve done … continue reading
1: “When written in Chinese, the word ‘crisis’ is composed of two characters – one represents danger and one represents opportunity,” John F. Kennedy once said.
Yesterday, we explored how the best CEOs create a small team of senior leaders to deal directly with the crisis. This prevents the CEO from becoming all-consumed by the situation and enables the rest of the organization to continue to get work done. … 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: “It’s ten years out, and Netflix is a failed firm. Estimate the probabilities of the different causes.”
That’s the exercise Netflix CEO Reed Hastings poses to his leadership team.
“Let’s say one cause is that a plane crash takes out Netflix’s headquarters,” Carolyn Dewar, Scott Keller, and Vikram Malhotra write in their book CEO Excellence: The Six Mindsets That Distinguish the Best Leaders from the Rest.… continue reading
1: It was January of 2014. Mary Barra was in her early days as CEO of General Motors when a major crisis hit. The carmaker had been implicated in a number of fatal crashes due to faulty ignition switches.
“When you have a crisis, it’s not like you know the significance of it immediately,” she recalls in CEO Excellence by McKinsey consultants Carolyn Dewar, Scott Keller, and Vikram … continue reading
1: “Most companies don’t execute well,” says JPMC CEO Jamie Dimon. “This is about execution and getting disciplined, like it’s exercise. It’s about getting to the specifics, looking at the right measures and making the right decisions.”
Yesterday, we looked at the importance of metrics and analytics. The next important lever is leading team meetings. It starts with setting expectations for attendance.
“Unless you’re in the hospital or … continue reading
1: “Managers are thermometers, and leaders are thermostats,” Carolyn Dewar, Scott Keller, and Vikram Malhotra write in their book CEO Excellence: The Six Mindsets That Distinguish the Best Leaders from the Rest.
Managers react to what happens. They solve problems and deal with the here and now. They measure things and report out results.
“Leaders influence their environment,” Carolyn, Scott, and Vikram write. ” They alter people’s … continue reading
1: The team is known as the “Dream Team.” The original version.
The 1992 US Men’s Olympic basketball squad had a roster for the ages, including Michael Jordan, Magic Johnson, Larry Bird, Charles Barkley, Patrick Ewing, Scottie Pippen, and Karl Malone.
“All were consummate professionals with a track record of not only being all-star players but also playing on all-star teams,” Carolyn Dewar, Scott Keller, and Vikram Malhotra… continue reading
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
