The Miles Group

News & Announcements

The European Business Review
Re-Inventing Yourself as COO
February 1, 2017

We focus on factors that have fundamentally changed demands on COOs:
global recession, the evolving paradigm surrounding governance, threats to operations from natural disasters and terrorism, and the rise of big data. Each requires COOs to develop new competencies, to think about risk, and to become increasingly agile as a leader.

Harvard Business Review
How Boards Should Evaluate Their Own Performance
March 1, 2017

The New York Stock Exchange requires that the boards of all publicly traded corporations conduct a self-evaluation at least annually to determine whether they are functioning effectively. The purpose of the exercise is to ensure that boards are staffed and led appropriately, that board members are effective in fulfilling their obligations, and that reliable processes are in place to satisfy important oversight requirements.

Miles To Go
The Role of the COO in 2017
Volume 4 | Issue 1 | Winter 2017

It has been 10 years since Stephen Miles and Nathan Bennett released their pivotal book on the role of the COO (“Riding Shotgun”). With the 10-year anniversary release in January, we asked Stephen to reflect on the COO role 10 years later.

Miles To Go
The Importance of Delivering an Effective Annual Performance Review
Volume 3 | Issue 4 | Fall 2016

As the end of the year approaches, executives tend to focus on closing the year with strong results and finalizing budgets for next year, but it is important to also dedicate time to prepare and deliver meaningful performance reviews to your team. While performance reviews in some companies are giving way to more organic, continuous feedback processes, they remain an important aspect of coaching and executive development.

Miles To Go
Leading Under Business Stress
Volume 3 | Issue 3 | Summer 2016

As global markets continue to fluctuate and face a high degree of uncertainty due to increased geopolitical turbulence and unanticipated global business challenges (Brexit, terrorism, volatile FX, oil prices, ongoing cyber security issues, Middle East instability, US elections, etc.), many companies and executives are seeking to manage the repercussions of stress on their own businesses and people.

Miles To Go
7 Ways To Put Goal Making Into Practice
Volume 3 | Issue 2 | Spring 2016

Why it’s not too late to set goals for 2016

Miles To Go
10 Roles a CEO Must Play in 2016
Volume 3 | Issue 1 | Winter 2016

The CEO position is more complex than it ever has been, and CEOs must have a much broader and deeper skill set to tackle this complexity. Looking to the year ahead, CEOs are expected to serve as experts in a wide range of areas – by their investors, their boards, their employees, and the public. Here are some of the demanding roles leaders must take on to address the needs of multiple stakeholders:

10 Roles a CEO Must Play in 2016

Miles To Go
Offsites: The cure for struggling teams • The key to making good teams great
Volume 2 | Issue 3 | Fall 2015

There is good news and bad news around team performance. The bad news: You can have the smartest, most talented individuals with high-achieving backgrounds on a team, and that team can still fail; superstar individuals grouped together do not on their own make a great team (whether in the NBA or on the NYSE).

Miles To Go
Why Syncing with Your Leader is So Important – and 3 Ways Not to Blow It
Volume 2| Issue 1 | Summer 2015

One of the areas in which we frequently see executives performing below their potential is in communications, particularly with their direct line supervisor. Being able to effectively communicate upward – to “synchronize” with one’s leader – is important from an entry-level position all the way up to the CEO seat (which then demands synchronization with the full board, and is a lot tougher to manage than the one-to-one relationship with a direct supervisor). We see “syncing issues” take a number of forms:

Juggling Act: Managing Relationships with the 3 Key Stakeholders CEOs Should Pay Attention to in 2015
February 11, 2015
“Stakeholder overload” is a reality that will continue to challenge CEOs in the coming year. New chief executives can feel particularly overwhelmed by how their relationships with internal and external stakeholders change once they reach the top spot, but even veteran CEOs admit struggling with the shifting expectations of groups above, below, and outside.