Tag Archives: Leaders

Know Which Strategy Style Is Right for Your Organization

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written by Martin Reeves

Companies that correctly match their strategy-making processes to the competitive circumstances of their industry, business function, or geographic markets perform better than those that don’t. But, as I discussed my last post, far too many lack a systematic way to do so. In that post I explained how choosing a strategy for setting strategy required asking two questions about your situation:  How unpredictable is your environment? How much power do you or others have to change that environment? The answers give rise to four styles for executing strategy: classical, adaptive, shaping, and visionary. Continue reading →

Who Can Teach Leadership?

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  written by Gianpiero Petriglieri

Mel’s hand went up precipitously and unexpectedly, like thunder on a clear day. I had barely begun introducing the leadership course I would be teaching over the coming weeks. “I have a question, Professor.” I gave him the floor.

“What makes you think you can teach us to lead?”  Continue reading →

Michael Biggee

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LJ:  Since some of our readers may not be familiar with Trident Capital, would you give us an overview of the firm?

MB: Trident Capital is a leading venture capital and venture growth firm that invests in companies that are solving big problems of our time through technology and innovation. We invest across multiple stages, from early startup to growth buyouts, in the Software, Internet and Technology-Enabled Services sectors. Continue reading →

Deconstructing Executive Presence

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written by John Beeson

If you ask a group of managers who aspire to the C-suite what it takes to get there, they’ll invariably mention executive presence, but they aren’t always so clear about what it means. Not too long ago I conducted a series of off-the-record interviews with senior executives responsible for executive placement in their organizations. I asked them about the “make or break” factors they consider in making C-suite promotion decisions. Executive presence was one of the handful of decision criteria they cited, but even these experienced executives struggled to define what it is and why one person has it and another doesn’t. In an increasingly diverse world where senior executives are no longer all 6 foot 2 inch tall males who look they were sent from central casting, what does it take to create a commanding executive presence? The right clothes? A firm handshake? Those matter, but they don’t tell the whole story. Continue reading →

How Hard Are You Willing to Push Yourself?

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written by Tony Schwartz

What do all people who achieve true excellence and consistently high performance have in common?

The answer isn’t great genes, although they’re nice to have. It’s the willingness to push themselves beyond their current limits day in and day out, despite the discomfort that creates, the sacrifice of more immediate gratification, and the uncertainty they’ll be rewarded for their efforts. Continue reading →