Stephen H. Baum

SCRIPTING: A TOOL FOR OVERCOMING RELUCTANCE

BACKGROUND

Most of my CEO clients are usually decisive once they have a minimum of information about a choice to be made. They have developed good instincts and a great sense of when to go on instinct.

What then holds them back at times far longer than, on later reflection, than they would have liked (“I should have made the decision a lot sooner”)? Answers depend on the choice and the risks, of…

To the CEO: G_d Is In The Detail

BACKGROUND

From a CEO point of view, sometimes briefings on data mining seems complicated and remote to challenges at hand. That is why a tangible, simple example is worth a quick read. This blog post is sourced from:

NY POST STORY: BURTS BEES (LIP BALM); byline: lisa fickenscher

1. THE STORY

Clorox, parent (owner) of Burts Bees has a data mining unit who examined periods when sales seemed to…

EXPERT ENOUGH TO EXPLAIN

ENVIABLE DELIVERY

Astrophysicist Neil deGrasse Tyson appeared on Harry Connick Jr.’s show to be asked about celestial matters by the host and by two 6-year olds..

What is it about Mr. Tyson that is so spellbinding that no one can get enough of him? That he can explain a complicated subject so clearly? I wish more of my CEO clients developed such a powerful delivery.

Tyson explained how black…

C-SUITE SEARCH FOR GRIT

BACKGROUND

A new criterion has been added to C-Suite searches: GRIT.

Angela Duckworth’s treatise on GRIT put forth in her book has spawned numerous Youtube videos on the subject (references at end of this post). If you have been hiding out somewhere and have not experienced the blitz on this subject, the premise is that:

Effort is twice as important as talent because:

Talent x Effort = Skills

Ski…

This post is based on a a significant number of real world cases where the client, a here-to-fore strong leader seemed to falter.

  BACKGROUND

So,  … you have a history of successful leadership in prior posts. Maybe even in your current post. And, suddenly, not so much: worry; hesitation; poor decisions; delay on critical decisions; avoidance of new, but essential commitments.

I have been asked…

WHAT IS AND IS NOT THE JOB OF THE BOSS?

BACKGROUND

  One of my CEO coaching clients years ago told me: if I work 10% less hard or delegate  10% more often, profits will go down by more than 20%. He now knows the folly of that remark. He has learned to delegate, how to tailor so doing to his comfort with each individual and how to use his team to keep the process on track

He is now on this third business, having grown the first one and…

STAYING ABOVE THE LINE[1]: PREVENTING DRAMA FROM BLOCKING THE BOSS’ AGENDA

BACKGROUND

  A wonderful Vistage Chair, Ken Mandelbaum and I often exchange tools which our CEO coaching clients tell us are valuable. He sent me this 4- minute video called Above the Line by a group called Conscious Leadership.

    CONTEXT

  Above the line is a way of being, a way of showing up: when you are open, deeply…

Who Will Tell The Boss the Truth?

BACKGROUND

Being at the top is a lonely position. Even the most open leader cannot share all his thoughts and concerns with anyone. And subordinates of even the most beloved boss will not provide radical candor in feedback s(he) needs to be as better leader.

So, it is no surprise that one of my clients who founded a professional service firm, who has inspired his people toward pride and…

Becoming an Entrepreneur in Your Own Life

THESIS

Carving out time to invest in yourself, devoting that time to learn and put to practice the wisdom of coaches will improve your life as well as your performance as a leader. It is more than situational problem-solving.

BACKGROUND

The best books on leadership stress that the job of the CEO is self-development as well as development of the organization. And my decades of experience are…

Managing Partner of Professionals:

BACKGROUND

Henry is the newly elected managing partner of a large professional service firm. Think consulting or law or engineering. As with other such firms, there are challenges in stimulating demand for their firm’s services in an increasingly competitive and price-sensitive marketplace, in attracting “laterals” from other firms and the best new graduates in the field.

Henry campaigned for…

CEO Blues: “It’s my fault”

BACKGROUND

The hired gun CEO for a turnaround has found the situation far worse than as presented by the owners: a factory with old gear and too many legacy systems which were kluges, no documentation, a poor work ethic, a climate of fear suppressing transparency, a business model increasingly out of date with growing customers, competition technologically advantaged in the space and more.

ADMITT…

CEO’S RISKY HIRES

BACKGROUND

 Finding the right candidate for the C-suite is a risky business. People who look good on paper and show well can mask factors that ultimately lead to failure. What do the most successful CEOs-as-recruiters do?

KEY FACTORS

Our Vistage CEO Peer Advisory Board in New York City has adopted these approaches, among others:

Make sure the job description has the people interactions as well…

Boss Ready: CEO as Trainer

BACKGROUND

A client has evolved in communications over a few years from a fountain of words at each opportunity to “speaking in packets,” then gauging the listeners; evolved from mostly a “do-er” to much more of a leader, heads in with fingers out. In the process, his team has stopped watching which way the wind blows, looking for him to go first with solutions and become more accountable for…

Key to Leadership Failure

SUMMARY

One person can make a difference in the well-being of a company if they “get it” when others don’t. If you fail to hire such people, if you do not include them in the discussion during a crisis, you are more likely to see a problem worsen or repeat. What makes them different? They are “principles first thinkers.”

BACKGROUND: FIRST PRINCIPLES THINKING

Time and again I have seen clients…

Blinding Glimpse of the Obvious (Mouths of Babes Division)

BACKGROUND

A large non-U.S. investment house has brought to life a new internal entity that deals with higher risk and higher reward than anything the firm has experienced.  Further, it is imagined as an imminent global powerhouse in New York, Europe and Asia.

Questions:

Why might this laudable internal intrapreneurially effort work?

Because they have hired new people with great experience,…

Active Listening: A Dire Need in a Polarized America

EXPERIENCE IN THE PRIVATE SECTOR, ACADEMIA AND NOT FOR PROFIT WORLD

In decades of experience with leaders in companies, universities and hospitals, nothing beats active listening for great problem-solving, consensus building and choices which deserve and get buy-in by the most people.

What is active listening? Asking questions and really listening so well that you can make the case with which you…

HOBSON’S CHOICE: CHANGE FOR CHANGE SAKE

Background

In our last post (Narcissists, Psychopaths and Other CEOs), we reviewed lessons from Professor Adrian Furnham on CEOs on the under-weighting of knowable negative factors to desired strengths in vetting CEOs. These negative traits often lead leaders to de-rail.

Lessons from My Own World

One of my clients is U.S. leader for a parent company in Europe. He has had 6 CEOs in 8 years All…