A Three-Step Model For Creating A Strategic Plan

Jacob M Engel Author and CEO of The Prosperous Leader. I help CEOs and their organizations prosper. Most people don’t plan to fail; they fail to plan. This adage has been around for a long time and still remains true. In my experience as a business consultant and leadership coach, I find that few entrepreneurs and business leaders have well-thought-out strategic plans that they follow religiously. Often, when I ask a client where their plan is, they say they don’t have one or that it’s outdated, not relevant, in their head, etc. Even if they do have a plan, it's not being updated and followed. When I ask them why, they say it’s mainly because they're overwhelmed by so many tasks, and it seem

Google Spent Years Studying Effective Teams. This Quality Contributed Most to Their Success

The best companies are made up of great teams. Even a company full of A-players won't succeed if those individuals don't have the ability to work well together. That's why a few years ago, Google set out on a quest to figure out what makes a team successful. They code-named the study Project Aristotle, a tribute to the philosopher's famous quote "The whole is greater than the sum of its parts." To define "effectiveness," the team decided on assessment criteria that measured both qualitative and quantitative data. They analyzed dozens of teams and interviewed hundreds of executives, team leads and team members. The researchers then evaluated team effectiveness in four different ways: 1. execu

8 (sorry, 10) Habits of Highly Effective Google Managers.

Are managers really necessary? Google wanted to know for sure, so in 2002, it experimented by removing bosses from its hierarchy. The answer was a resounding yes. Managers were critical not only for structure and clarity, but also for team performance. After Google discovered that its teams needed great managers, it wanted to know the characteristics that made some bosses more effective than others. In 2008, Project Oxygen (an initiative to uncover the traits of Google's best managers)gathered 10,000 manager observations including performance reviews, surveys, and nominations for top-manager awards and recognition. After analyzing the data, Google stumbled upon a realization that surprised m

CEO Satya Nadella handed his execs to start defusing Microsoft's toxic culture explains exactly

Microsoft CEO Satya Nadella asked members of his executive team to read the book "Nonviolent Communication" after he took over in 2014, in an effort to change the company's culture. At the time, Microsoft was known for having a culture of hostility, infighting, and backstabbing. The book describes how people often fail at describing how they feel, and it's one of the biggest barriers to effective communication. One of the biggest barriers to effective communication is being unable to describe how you really feel. That's one of the big takeaways from the book Microsoft CEO Satya Nadella made the members of his senior leadership team read when he took over for Steve Ballmer in 2014. At the tim

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