The Miles Group

News & Announcements

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:

Miles To Go
Eight Reasons Why Being CEO in 2015 Will Be Tougher Than Ever Before
Volume 2 | Issue 1 | Winter 2015
As CEOs seek to push performance in the coming year, the top of their agenda is dominated by threats and opportunities taking on a greater urgency than ever before. From managing the demands of their boards and activist investors to effectively leading a sprawling global organization, the CEO’s job has never been tougher.
Miles To Go
What’s the Major Underleveraged Resource in All Companies?
Volume 1 | Issue 3 | Fall 2014
Two days out of *each* week: this is the amount of time senior executives are devoting to meetings with three or more coworkers, according to recent research from Bain. If meetings alone are consuming approximately 40% of CEOs schedules and 15% of an organization’s collective time (not including preparation time), it would be safe to assume that they are working, right?
Miles To Go
Why We Fail at Feedback - and How We Can Do Better
Volume 1 | Issue 2 | Summer 2014

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.

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