The role of the board is often underplayed in discussions around talent. That’s because so many boards focus on strategy and compliance first, and limit talent discussions to the question of CEO succession and executive compensation. But CEOs running a talent-first organization must help the board see that talent is the value creator and therefore belongs at the top of its agenda. The talent-driven CEO … [ Read more ]
Content: Quotation | Authors: Dennis Carey, Dominic Barton, Ram Charan | Source: McKinsey Quarterly | Subjects: Corporate Governance, Human Resources
Many business leaders need to improve their perceptual acuity. Here’s how you can develop the ability to look around corners — and become a catalyst for change.
Content: Article | Author: Ram Charan | Source: strategy+business | Subjects: Management, Personal Development, Strategy
What to do when a bad apple is spoiling your board.
Editor’s Note: a useful topic for consideration, though I don’t think especially practical advice was presented.
Content: Article | Author: Ram Charan | Source: Chief Executive | Subject: Corporate Governance
For the most part, CEOs accept the board as their boss and as a valuable sounding board and source of input. But they don’t always get what they’re looking for from their boards. A common complaint among chief executives is that directors get into the weeds, digging into operational details that have little strategic value.
The difference between micromanaging and appropriate questioning is not always a … [ Read more ]
Content: Article | Author: Ram Charan | Source: The Conference Board Review | Subject: Corporate Governance
Dialogue…is the single-most important factor underlying the productivity and growth of the knowledge worker…dialogue shapes…the corporate culture…faster and more permanently than any reward system, structural change, or vision statement.
Content: Quotation | Author: Ram Charan | Source: Ivey Business Journal | Subject: Communication
In his new book about ‘know-how,’ the author describes eight skills that separate great leaders from the crowd.
Content: Article | Author: Ram Charan | Source: Optimize Magazine | Subject: Leadership
Developing managers to be effective at the next level is one of any company’s most important tasks, and in this helpful article, the co-authors identify and describe the six steps in building a leadership pipeline to supply the next generation of effective leaders. As the authors write, “The six turns, or passages, in our pipeline are major events in the life of a leader. Grasping … [ Read more ]
Content: Article | Authors: Ram Charan, Stephen J. Drotter | Source: Ivey Business Journal | Subjects: Human Resources, Leadership
On the heels of their business bestseller Execution, retired Honeywell chairman and CEO Bossidy and corporate guru Charan take a step back and focus on the more fundamental issue of figuring out what to execute in the first place. The message is simple (“relentless realism”), and their solution is a return to the “ancient analytical tool” of a three-part business model that includes external realities … [ Read more ]
Content: Book | Authors: Larry Bossidy, Ram Charan | Subject: Management
Disciplines like strategy, leadership development, and innovation are the sexier aspects of being at the helm of a successful business; actually getting things done never seems quite as glamorous. But as Larry Bossidy and Ram Charan demonstrate in Execution, the ultimate difference between a company and its competitor is, in fact, the ability to execute.
Execution is “the missing link between aspirations and results,” and … [ Read more ]
Content: Book | Authors: Larry Bossidy, Ram Charan | Subjects: Management, People
CEOs offer every excuse but the right one: their own errors. Here are ten mistakes to avoid.
Content: Article | Authors: Jerry Useem, Ram Charan | Source: FORTUNE | Subjects: Miscellaneous, Trends / Analysis
Read a (not so favorable) review at:
Content: Book | Author: Ram Charan | Subject: Management
Content: Book | Author: Ram Charan | Subject: Corporate Governance