News & Announcements
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.
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.
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.
Why it’s not too late to set goals for 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
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).
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:
For many leaders, the discomfort felt in receiving feedback about their performance is surpassed only by the discomfort in giving feedback. The key to giving better feedback – and giving feedback better – is to remember that the point of the exercise is to influence behavior.