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You Always Have a Job (Even if You're Unemployed) PDF Print E-mail
You got laid off. Fired. Canned. Sacked. Handed a pink slip. Made redundant. And now you're Unemployed. Not unemployed, but Unemployed marked with a big scarlet "U".

If you're like most of the high-talent, high-performing and high-potential people I coach who are currently between gigs, you're probably a little embarrassed to be reading this blog, even if you're sitting all alone in your living room. Why? Because Unemployed an identity you never thought you'd try on, has become just that an identity.

Can You Say What Your Strategy Is? PDF Print E-mail
Can you summarize your company's strategy in 35 words or less? Would your colleagues express it the same way? Very few executives can honestly say yes to those simple questions.

The thing is, companies with a clear, concise strategy statement - one that employees can easily internalize and use as a guiding light - often turn out to be industry stars. Any strategy statement must begin with a definition of the objective, or the goal that the strategy is designed to achieve. Since most firms compete in a more or less unbounded landscape, it is also crucial to define the scope, or domain, of the business. 
In a Crisis, Avoid Labeling PDF Print E-mail

Politicians on the right and left are quick to label issues. For example, some may call federal assistance to businesses "nationalization." Others may refer to the assistance as "stabilization." Such labeling is part of the political discourse; it encourages like-minded followership. And therein lies the problem; you speak to partisans rather than to individuals.

Executives need to avoid such political games; they need to reach out to all stakeholders. When times are tough, no one person has all of the answers, but so often the collective intelligence of the organization can suggest alternate ways of thinking. The first step in soliciting new thinking is to stop the labeling game. Here are some suggestions:

What to Ask the Person in the Mirror PDF Print E-mail
Every leader gets off track from time to time. As leaders rise through the ranks, they have fewer and fewer opportunities for honest and direct feedback. Their bosses are no longer monitoring their actions, and by the time management missteps have a negative impact on business results, it's usually too late to make course corrections that will set things right.

Therefore, it is wise to go through a self-assessment, to periodically step back from the bustle of running a business and ask some key questions of yourself. 
Seven Ways to Fail Big PDF Print E-mail
What causes companies to fail spectacularly? A recent study of 750 of the biggest U.S. business disasters of the past 25 years reveals that seven popular but risky strategies are often to blame.

Drawing on that extensive research, Carroll, a journalist, and Mui, a fellow at Diamond Management & Technology Consultants, describe seven sirens that lure companies onto the rocks. One is the synergy mirage-hoped-for but non-existent merger synergies. 
Information Technology and the Board of Directors PDF Print E-mail
Ever since the Y2K scare, boards have grown increasingly nervous about corporate dependence on information technology. Since then, computer crashes, denial of service attacks, competitive pressures, and the need to automate compliance with government regulations have heightened board sensitivity to IT risk.

Unfortunately, most boards remain largely in the dark when it comes to IT spending and strategy, despite the fact that corporate information assets can account for more than 50% of capital spending. 
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