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What Sets Successful CEOs Apart


Too many CEOs fail at their jobs. From 2000 to 2013, 25% of the Fortune 500 chief executives who left their firms were forced out.   One major reason is that there’s a fundamental disconnect between what boards of directors think makes for an ideal CEO and what actually leads to high performance.  I saw this phenomenon play out many times during my years in executive search.

This HBR piece discusses the findings from 17,000 C-suite assessments showing that successful CEOs demonstrate four specific behaviors that prove critical to their performance: They’re decisive, they engage for impact, they adapt proactively, and they deliver reliably.

I think you'll find the piece enlightening

 

How Bullshitters Not Just Survive But Thrive, Until...


Ideally, anyone not performing and contributing hard results to an organization should not survive, let alone thrive. So how do Corporate Bullshitters sometimes miraculously rise in the corporate hierarchy like helium balloons? The answer lies in one word: Perception. More specifically, the deception of perception

Corporate Bullshitters, or CBs for short,  are a special corporate species.  They don’t do any solid work, but they create an undetectable illusion of superior performance and capabilities through a range of perception management strategies.

This article is dedicated to the art of bullshitting and how it goes undetected in typically hazy corporate environments.

 


The Puzzle of Motivation
 
Most people believe that the best way to motivate is with rewards like money—the carrot-and-stick approach. That’s a mistake, says Daniel H. Pink (author of To Sell Is Human: The Surprising Truth About Motivating Others).

In this TED Talk, Pink examines the puzzle of motivation, starting with a fact that social scientists know but most managers don't.  Extrinsic motivators work best for 20th century tasks where the focus is on routine, mechanical, left-brain work. But the traditional rewards can often be ineffective  - and even harmful - for most 21st century tasks. Intrinsic motivators work much better for tasks where the focus is on cognitive, creative, conceptual  abilities.

Says Pink: It is "One of the most robust findings in social science...and one of the most ignored"

 
The Lighter Side of Leadership
Dilbert
A Final Word
Executives at all levels struggle with the issues addressed in the above articles and videos. I have helped a great many senior leaders work through the challenges of executive life.  And I can help you. 

Call or email me at the coordinates below. There is no fee for the initial consultation.

Best regards,




MICHAEL I. STERN - President & CEO
stern@michaelstern.com
95 Edgewood Avenue * Toronto, Ontario, M4L 3G8
(office) 416-593-0100 * (cell) 416-450-2211
www.michaelstern.com

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