Take The Nike Approach To A Job Search To Get An Unfair Advantage

Over its history, Nike approached expansion by minimizing the variables it changed. Do the same in your job search, changing only what you must across your job and function, industry, geography, personal brand. and relationships. That focused approach will give you an unfair advantage over those trying to be everything to everybody.
Nike tackled expansion by changing only one variable at a time. For example, their first entry into any international market was with running shoes branded Nike.
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As An Executive Onboarding Into A New Role, Engage Intellectually, Emotionally And Practically – In That Order

40% of new leaders fail in their first 18 months because of poor fit, poor delivery or a poor ability to adjust to a change down the road. Often the underlying root cause is that they instinctively think that what made them successful before will make them successful in their new job. Wrong. Instead, as an executive onboarding into a new role, you need to apply deliberate thinking to lock down an intellectual framework for your new situation, carefully choose the stories that will help you connect emotionally, and then evolve processes to embed new ways of thinking, feeling and practical action.
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The Lesson For All Leaders From Boris Johnson’s Bare Minimum Brexit Compliance

Last evening Boris Johnson did what the UK Parliament had legally mandated he do. He sent the EU a letter requesting a Brexit delay. This is, of course, just one step in the UK Brexit story. At the same time, it’s a classic lesson in the bare minimum compliance. Yes, he complied with the law and sent that letter. He also sent another letting telling the EU that any further delay was a bad idea. And no one knows what he’s saying behind the scenes. But we can imagine. The lesson for all leaders is that compliance may not be enough. You need contribution or commitment.
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Why Where To Play Must Be Your First Choice

We keep learning the same lesson over and over again – or not. Porter told us that strategy is choosing what not to do. Choosing not to focus is choosing to be average at everything. And average does not win. Marakon’s Neal Kissel just sent me their latest research showing yet again that “the path to superior performance is determined by management’s decisions about where to focus the firm’s strategic resources (time, people and capital).”
Pay attention to the five BRAVE questions. Answer them outside-in in order:
Where to play? (Environment – context)
What matters and why? (Values – purpose)
How to win? (Attitude – strategy)
How to connect? (Relationships – communication)
What impact? (Behaviors – implementation)
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How Nissan’s Makoto Uchida Should Channel Lyndon Johnson As He Takes Over From Carlos Ghosn

It’s not a perfect analogy. But both Makoto Uchida and Lyndon Johnson took over from leaders cut down mid-stream. Jack Kennedy was assassinated. Carlos Ghosn was arrested on charges of financial misconduct. Johnson did an amazing job in his first 100-days of calming down the country, keeping Kennedy’s cabinet intact, and re-starting critical legislation. Uchida should channel Johnson in dealing with emotional, personal and business issues – in that order.
Forbes auto-expert Greg Gardner laid out what Uchida is facing in his article on the Post-Ghosn Turnaround. Key points are that Nissan needs a financial and cultural turnaround. Nissan’s most recent profits fell 94.5% year-on-year. Culturally, the organization needs to move to more “Group leadership, where they all support each other” and are “more transparent” according to Nissan’s chairman, Yasushi Kimura.
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The Four Keys To Level Four Delegation – The Heart Of Leadership

Leadership is all about inspiring and enabling others, epitomized by level four delegation. The keys to doing that well are 1) direction, 2) resources, 3) bounded authority, and 4) accountability.
Recall the framework from my article, The Art of Delegating:
Do well yourself – Individual contributors’ main area of focus
Do yourself, but just well enough – Individual contributors
Delegate and supervise – The realm of managers
Delegate and trust – Senior leaders enabling and empowering managers
Do later – Senior leaders’ prioritization/deprioritization saving others time now
Do never – Senior leaders’ ultimate deprioritization, saving others time and attention
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How To Deal With The Patriots’ Antonio Brown Onboarding Problem – Step By Step

You’ve all faced the Patriots dilemma with Antonio Brown one way or another. How do you make sure an incoming superstar helps team performance instead of hurting it? There’s no doubt Patriot’s coach Bill Belichick is a master at doing this. There’s no doubt Brown poses a particularly big challenge. Expect Belichick to do what he’s always done, bring the new player onboard step by step.
For those of you not familiar with the NFL’s Antonio Brown, in eight seasons with the Pittsburg Steelers he delivered 11,207 receiving yards. That’s 86.2 yards per game – the third best ever by any NFL receiver on any team over their career. And, oh-by-he-way, he also ran for 2,932 yards after receiving kicks.
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Why Different Talks Require Precise Scripts Versus General Talking Points

Talking points and full scripts each have advantages and disadvantages. Choose between them based on how precise your words need to be and your own confidence in the subject. Leverage talking points when you’re confident and can be flexible. Use a full script when your confidence is low and precision matters.
Charlie Shimanski’s first major gathering as head of the Red Cross’s Disaster Response organization and US Secretary of State Colin Powell’s presentation to the UN on Iraq’s weapons of mass destruction provide opposite examples.
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How The New Perspective On The Purpose Of A Corporation Impacts You

This past week, 181 Business Roundtable CEOs signed a new statement on the purpose of a corporation. The most important change is to take into account all stakeholders including customers, employees, suppliers, communities, and shareholders. This changes the way any corporation adopting this thinks about everything they are doing.
A lot of corporations have been following the Friedman Doctrine in which Milton Friedman suggested that “the social responsibility of business is to increase its profits.” Doing that then allows the business’s shareholders to decide which social initiatives they choose to pursue with their shares of the profits.
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Why You Should Help Your Best People Get Better Roles Working For Someone Else

When experienced leaders look back on their careers, almost inevitably their number one regret is not moving fast enough on people. For most that means not getting poor performers out of bad roles fast enough. For the most effective leaders, that also means not getting star performers into roles that are better for them fast enough.
This is counter-intuitive. Why would you ever want to get rid of your best performers? Because that’s what’s best for them when they outgrow the role.
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