Absorb, reflect, uniquely articulate. That is how I turn disparate experiences into tools in my toolkit.
Read MoreI’ve served as a CoS twice, in two different companies, and under three CEOs. I suppose somewhere in the CoS world I earned a special Girl Scout-style badge for having transitioned CEOs as a CoS.
Read MoreCorporate America spends some absurdly large sum of money every single year trying to engage knowledge workers and remind them about the importance of the customer. Lisa and team provide three simple lessons.
Read MoreWhat did I learn about myself in 2018 and how will it impact my strategy in 2019?
Read MoreHave you been fortunate to work for someone who taught you how to step up when times get tough?
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We talk about organizational hierarchy in abstractions; your team, your direct report, your employee. What we're actually saying is that "you have people and you are responsible for the output of those people."
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Lessons for all of us, even if we're not about to pitch (phew!)
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I firmly believe that you must have a system. Not an app, not a tendency, but a system.
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Sadly, there is no playbook. Fortunately, there is no playbook!
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"What separates the successful from the unsuccessful are the expectations that they had for their own lives. Yet the message of the right is increasingly: It’s not your fault that you’re a loser; it’s the government’s fault."
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"If someone else was more passionate... how would she not be better qualified to be CEO?"
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I appreciate that my initial exposure to science was inextricably linked to the scientific method. It’s burned into my brain. It has become extraordinarily helpful as an approachable, well-documented thought framework for my team.
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I’ve sat through exec team meetings every week for the last 4 years. Some good, most okay, some downright bad. The better meetings all happened to include a meeting leader focused on making the most out of the time. The worst? They relied on the group to figure it out on the fly.