A Conversation with James Mapes
Welcome to a special Leadership Edition of TotalPicture Radio. I'm your host, Peter Clayton. How to Come to Terms with the Emotional Aftermath of the Election is something many of us, myself included, are struggling with.
Several days ago I called my good friend James Mapes to get some advice and hopefully. coping strategies. We had been planning to get together to record and interview regarding his new book.
I met James about 10 years ago when I was hired to film a presentation he gave at Lincoln Center in New York City. He is a best-selling author, keynote speaker, and personal performance coach.
His latest book IMAGINE THAT! Igniting Your Brain for Creativity and Peak Performance was released last month.
How Winning Companies Close the Strategy-to-Execution Gap
When it comes to evaluating job candidates, every survey of CEOs I've ever seen list leadership potential as the number one attribute they look for. However, two-thirds of executives say their organizations don't have the capabilities to support their strategy.
In a new book published by Harvard Business Review Press titled Strategy That Works: How Winning Companies Close the Strategy-to-Execution Gap co-authors Paul Leinwand and Cesare Mainardi explain why. They identify conventional business practices that unintentionally create a gap between strategy and execution. And they show how some of the best companies in the world consistently leap ahead of their competitors.
Welcome to a Leadership Channel Podcast on TotalPicture, this is Peter Clayton. Joining David Dalka and myself is Paul Leinwand, principal architect of capabilities-driven strategy and Global Managing Director with Strategy&, PWC's strategy consulting business. Paul is also adjunct professor at Northwestern University's Kellogg school of management.
Based on new research, the authors reveal five practices for connecting strategy and execution used by highly successful enterprises such as IKEA, Natura, Danaher, Haier, and Lego. These companies:
• Commit to what they do best instead of chasing multiple opportunities
• Build their own unique winning capabilities instead of copying others
• Put their culture to work instead of struggling to change it
• Invest where it matters instead of going lean across the board
• Shape the future instead of reacting to it
Why being radically connected with society is not just the right thing to do, it is an imperative for a company's bottom line
Connect: How Companies Succeed by Engaging Radically with Society (published by PublicAffairs); is a timely wakeup call for business to proactively engage with society instead of acting above or against it.
Welcome to a Leadership Channel Podcast on TotalPicture, show host Peter Clayton is joined today by frequent contributor David Dalka.
Connect is written by John Browne (former CEO of BP), Robin Nuttall (Partner at McKinsey & Company) and Tommy Stadlen (formerly with McKinsey, currently a tech entrepreneur).
Joining us today is Robin Nuttall, Partner in McKinsey's London office. Robin leads McKinsey's Regulatory and Government Practice and has served both regulators and regulated clients on strategy and organizational issues across a range of sectors and geographies.
Lessons of Leadership and Corporate Reinvention
"Only 15 percent of companies measure culture. 75 percent measure engagement. Yet it's culture that drives engagement." John Mattone
Culture was long thought to be merely a 'soft' resource in the corporate equation. However, more and more business leaders are beginning to recognize the necessity of culture when it comes to creating and sustaining long-term growth and change. What is the key to creating a strong business culture? Leadership. The best cultures start with CEOs who set the tone for the rest of the company, guiding others through the often difficult process of corporate transformation.
welcome to a Leadership Channel Podcast on TotalPicture, this is Peter Clayton. Joining me today is frequent contributor to TotalPicture, David Dalka.
Our guest John Mattone, the co-author, along with CEO magazine editor-in-chief Nick Vaidya, of Cultural Transformations, Lessons of Leadership and Corporate Reinvention recently published by Wiley. John is widely acknowledged as one the world's leading authorities on leadership, talent and culture. He advises Fortune 1000 CEO's and senior leadership teams on how to create and sustain a leadership and talent culture that drives superior operating results.
One Amazon reviewer wrote... "For change to be successfully implemented, an organization must have a culture that embraces change rather than resist it. The authors define culture and provide a framework for understanding the culture of an organization. Then they go into great detail explaining their six step process for transforming the culture of an organization."
How Exceptional Leaders Master the Flow of Talent. (Probably not the way you think).
For as long as I've done this podcast, (over 10 years), the holy grail of talent focused organizations; senior executives, HR and recruiting leaders - has involved the hiring, identification, and retention of their high-potential employees. With a specific focus on retention. Well, get ready to have your preverbal applecart turned upside-down.
Regarding talent acquisition, our guest today on this Leadership Channel edition of TotalPicture suggests the following: Hiring is step one, helping them get better is step two, and helping them leave is step three. Yes, helping them leave. Not a typo.
This is Peter Clayton. Joining me today is Sydney Finkelstein, Dartmouth's Tuck Business School Professor and Thinkers50 ranked leadership guru. Author of Superbosses, How Exceptional Leaders Master the Flow of Talent.
If you look at the top 50 leaders in any field, as many as one-third will have once worked for a superboss. Based on 10 years of research and more than 200 interviews of superbosses in almost every industry, Finkelstein's new book will have you question how you approach hiring talent, the way you look for and hire exceptionally talented people, and how you view the retention of the highest achievers in your organization.
"Smart, creative, flexible people tend to have fast-paced careers. Some may soon want to move on. That's OK with superbosses. They understand that the quality of talent on their teams matters more than stability, and they regard turnover as an opportunity to find fresh stars."
On Lists Of Top Business Books Of 2016 - Inc., Forbes, And Washington Post. Amazon #1 New Release in Human Resources and Personnel Management
More Leadership Interviews Articles & Podcasts
Return on Character, interview with Fred Kiel, PhDGuess what? Character-driven leaders deliver five times greater financial returns for their organizations.
Friend and Foe - An Interview with Adam GalinskyWhen to Cooperate, When to Compete and How to Succeed at Both.
Bill George. Discover Your True NorthThe Importance of emotional intelligence, diverse leadership teams, and empowering people.
Don't Let the Environment Control Your World - Marshall GoldsmithTriggers. Creating Behavior That Lasts -- Becoming the Person You Want to Be
In Search of a Purple SquirrelAs the search evolved, the job description became much more of a leadership, executive role than that of an operations specialist.