The Only Way To Avoid Compound Errors In Business And Life

We all do it. We make a mistake and then, in trying to fix it, make it worse. And we all know the way to stop the cycle: own up to the mistake, accept the new reality, and build from there.
It’s almost a cliché.
“Don’t consider sunk costs.”
“Don’t throw good money after bad.”
“When you’re in a hole, stop digging.”
Yet, that’s exactly what people do.
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How Your Chief of Staff Can Give You Increased Leverage

At some level, you know the problem. COVID-19 has switched your world from live to virtual. It turns out there are some nice things about this including savings in commuting and travel time and costs and more efficient meetings. Still, there’s something missing – chance encounters and informal conversations. Your chief of staff can give you increased leverage by managing you, priorities, programs and projects, and communication. Most leaders are unbalanced. They are relatively stronger or weaker across strategy, organization and operations.
• Those relatively weaker operationally need strong chief operating officers.
• Those relatively weaker organizationally need strong chief human resource officers.
• Those relatively weaker strategically need strong chief strategy officers, often titled CFO, CMO, General Counsel or the like. They’re important over time and need to be deliberately replaced with excuses to contact and scheduled informal conversations.
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Chance Encounters Have Been Obliterated By COVID-19. Here’s How To Replace Them.

At some level, you know the problem. COVID-19 has switched your world from live to virtual. It turns out there are some nice things about this including savings in commuting and travel time and costs and more efficient meetings. Still, there’s something missing – chance encounters and informal conversations. They’re important over time and need to be deliberately replaced with excuses to contact and scheduled informal conversations.
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How To Answer The Only Question That Matters As An Executive Onboarding Into A New Role On Day One

What does this mean for me? That’s the only question anyone has for an executive onboarding into a new role. No one cares about you. All they care about is how you’re going to impact their lives. And they’re scared. Change is uncertain and unsettling. This is why you have to establish your credibility, connect emotionally, rationally confirm the current reality, and paint an inspirational picture of a shared future.
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How To Set Tactical Leaders Up For Success

Strategies can be theoretically elegant and practically useless without the right tactical leaders. Too many strategic leaders assume if they just set the direction and explain it well enough, everyone will follow them and they will succeed. Wrong. The direction needs to be adjusted tactically on a continual basis – by tactical leaders who need direction, and resources, and bounded authority and accountability.
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Onboarding Into The New Normal Post Covid-19

Covid-19 will have both temporary and enduring effects. It is both a crisis to be managed and a cause to hit a restart button to get yourself and your organization ready for the new normal. How you onboard into a new organization in the new normal is one particularly important part of that – and especially how you connect with people working remotely.
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How To Mitigate The Mission-Crippling Risk Of An Executive Chair, Operating Partner, Or Over-reaching Boss

In theory, clarity around decision-rights solves a multitude of working relationship problems. In practice, over-reaching bosses, by definition, are prone to over-reach. Thus, the only way to mitigate the mission-crippling risk of an executive chair, operating partner or over-reaching boss is to build and maintain a two-way trusting relationship over time.
Let’s talk about the level of risk, the five-levels of decision rights, and what it takes to build and maintain trust.
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When You Have To Cut, Cut Decisively

The Powell Doctrine is to avoid war, using all the force necessary to achieve a decisive and successful ongoing result. Earlier, I wrote about applying that to business leadership. Here, let’s apply it to cutting back when you’re over-extended. Use the same steps, with a slight twist. The main point is to cut deeper than you think you need to so you don’t ever have to do it again.
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Solving The Post-COVID-19 Marketing Puzzle To Replace Customers Lost Forever

In general, digital natives born after 1980 have done more communicating on screens than previous generations. (Duh.) Unfortunately, this has made it more difficult for them to establish emotional connections and trust with their non-digitally native colleagues – especially as executives onboarding into new roles. But now, all of a sudden, we’ve all gone digitally native and have to do a better job of communicating feelings and attitudes as close-to-live as we can.
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The Number 1 Challenge In Virtual Executive Onboarding – Making Emotional Connections

In general, digital natives born after 1980 have done more communicating on screens than previous generations. (Duh.) Unfortunately, this has made it more difficult for them to establish emotional connections and trust with their non-digitally native colleagues – especially as executives onboarding into new roles. But now, all of a sudden, we’ve all gone digitally native and have to do a better job of communicating feelings and attitudes as close-to-live as we can.
Click here to read more.

 
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