Don’t Model Another Executive’s Success

You’re not going to like this. Most consultants and coaches recommend studying the  success of other business greats and adapting what these outstanding executives do. Warren Buffett. Donald Trump. Howard Schultz. Bill Gates. Jeff Bezos. Study what they do, implement similar practices and we will be successful like they are. This is wrong. (By the way, I’m going to ask you two questions at the end of this e-mail.) Bezos, for example, has built the market value of his company, Amazon, to $8...
More

Face The Reality That Few Businesses Recognize

“The greatest and most dangerous turbulence today results from the collision between delusions of the decision makers…” – Peter F. Drucker Reading Drucker, the original big thinker, is part of my daily routine this year. In The Daily Drucker one recent entry caught my attention and seemed worthy of bringing to your attention. The quote above is from that entry. I think Drucker is telling you and me that we often miss opportunity because we don’t operate with a clear vision of reality. D...
More

Why Leadership Success Formulas Never Work

The next time a new leadership success formula comes your way run as fast as you can in the opposite direction. Those formulas never work. Worse, they’ll often lead you astray. We’ve all heard so many of these enticing leadership success pitches: Five Principles Every CEO Must Master The Four Irrefutable Laws of Leadership Seven Steps to Transforming Your Organization They sound great, don’t they? They spike book sales and fill up seminars. Why do we fall for these approaches even...
More

Why Many Private Equity Deals Go Wrong

And How To Make Them Go Right Before you invest, learn the what, how and why of a company and you’re likely to gain superior insight about valuation and growth potential. But most investors don’t do this. Typical private equity investors buy companies based on what that company does. They base their decision on the company’s products, services, track record and market. Their due diligence focuses on objectively and factually measuring the tangibles. That’s vital. But it isn’t enough. Mo...
More

The C-Level Officer’s Keys to Time & Success

Recently I have been coaching a few c-level officers. Two fundamentals we’re working on that are already producing results for these executives are to focus on strengths and build their schedules not around tasks but around time. Successful CEOs, CFOs, CMOs, and others lean into their strengths. They spend the time to objectively evaluate what they do best and build a plan that allows them to concentrate on those strengths. Weaknesses are delegated to other people with greater motivation and ...
More