CEOs running the world’s top companies don’t start out that way – they pull ahead of their peers with behaviors and practices that make them the “best of the best.” Stephen Miles and the team at TMG coach some of the world’s most successful executives, helping them continuously up their game even as business conditions grow more complex every day. Learn the secrets of the highest performers, and use this intelligence to power your career.
One of the most effective tools to get the results you want, Taylor Griffin explains, is to think of your job as asking questions. Whether you are CEO or anywhere along the path to running a company, being Socratic in your interactions is the way to learn more, gain clarity, and understand the reasoning behind how decisions are made – good and bad. Taylor discusses the tone, timing, and context to consider when asking questions and how leaders can model a learning culture for their organization.
Leaders can find it tough to get their teams to engage in real debate around a topic. Why? When people’s ideas are challenged, many take it too personally. Workplaces can also fall victim to groupthink by over-collaborating. Stephen Miles explains how leaders can elevate growth by fostering “idea conflict” – pushing hard on the idea, not the person – and creating a space where different voices can challenge one another to advance their thinking.
Private equity firms want the best management teams in place when they purchase companies. If your company is being evaluated by a PE firm, what do you need to be prepared for when it comes to your job? Where can you bring value to the company under its new ownership? Courtney Hamilton and Billy Stern discuss talent assessment in a private equity takeover and how employees can position themselves as the right talent to drive investor goals and growth.
Meetings are the most expensive use of company resources, yet they are still too long, poorly organized, and a waste of everyone’s time. But they don’t have to be. Stephen Miles describes what’s necessary to make meetings productive, efficient, and on-topic.
Working for a tough boss doesn’t mean that you are powerless in your job, says Taylor Griffin. There are strategies for adapting to a range of challenging leadership styles – from finding information elsewhere in the organization when a boss is uncommunicative to diffusing heated conversations with a boss prone to anger. Griffin explains ways to be effective in your role even in difficult situations and how working for a demanding boss can be one of the most valuable experiences of your career.
When new owners take over your organization, how do you protect your job? As five consecutive years of acquisition top $3 trillion and robust private equity markets continue to chase company investments, the reality of M&A today makes changes in management inevitable. Courtney Hamilton explains the best ways to prepare yourself for company takeovers and how to arm yourself with vital information about the company and its new leadership.
For some companies, success can be dangerous: a “stasis mindset” can take root, with a complacent “we know best” attitude capable of bringing down even the highest-performing companies. Stephen Miles explains that the best leaders actively fight off this mentality by embracing a “growth mindset” – they seek out new challenges and learn new ways of thinking by looking beyond what they already know. He discusses how both individuals and organizations cultivate this critical leadership mindset.
Boom or bust, the smartest CEOs put plans in place well before the next downturn arrives, says Stephen Miles. Without scenario planning and taking steps toward “recession inoculation” during periods of growth, leaders can be caught by surprise when the economy turns, forcing them to make decisions with less time and thought. Miles discusses how CEOs are planning with their top teams and speaking with their boards and investors about how to weather the next recession.
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