Why Your Cultural Evolution And Survival Depends On Your Middle Managers’ Attitude

So far, your organization has stepped up or faltered in the face of COVID-19 based on your existing cultural responsiveness to change. Going forward, survival will depend on your ability to evolve your culture itself, attitude in particular, and especially the attitude or mindset of middle managers. Those intermediaries can be helpful, neutral or passive-aggressive blockers.
Culture is, at the same time, the only truly sustainable competitive advantage and the weight that’s going to bring you down if it doesn’t evolve. Per Darwin. “It is not the strongest of the species that survives, nor the most intelligent, but the one most responsive to change.”
Let’s focus on the middle.
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40 Tips to Mitigate the 40% Executive Onboarding Failure Rate

If you’re looking for a job, strive to be the 90/10 loser instead of the 60/40 winner. It’s better to come in first 10% of the time than second 60% of the time.
Candidates for jobs need to convince hiring managers that they can do the job (strengths,) will love the job (motivation,) and will be tolerable (fit) better and more than any other candidate.
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Why The 90/10 Loser Gets The Job Over The 60/40 Winner

If you’re looking for a job, strive to be the 90/10 loser instead of the 60/40 winner. It’s better to come in first 10% of the time than second 60% of the time.
Candidates for jobs need to convince hiring managers that they can do the job (strengths,) will love the job (motivation,) and will be tolerable (fit) better and more than any other candidate.
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How To Leverage The Essential Difference Between A Deputy And Chief Of Staff

Deputies are second in command empowered to act in their superiors’ absence. Chiefs of staff give their leaders increased leverage by managing them, priorities, programs and projects, and communication. Each is important in their own right. Not all leaders fill either or both positions. Don’t be fooled by titles as those acting as deputies or chiefs of staff may have a very different title. And few people with the title “Vice President” are actually deputies – including the Vice President of the United States.
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Post Pandemic Re-Booting Through Maslow’s Needs Hierarchy

COVID-19 has reset everyone’s progress up Maslow’s hierarchy of physiological, safety, belonging, self-esteem, and self-actualization needs. As you re-boot your relationships with internal and external stakeholders including customers, you’re going to have to meet them where they are and move back up the hierarchy together. Remember it’s a competitive world. Play not to lose on hygiene physiological and safety factors. Then differentiate to grow market share or share of mind on belonging, self-esteem and self-actualization benefits.
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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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