Top-performing boards of directors are built on a foundation of integrity and trust. I had the honor of serving on the Nokia board as the 150 year old company was preparing for the remarkable revival of the past years. This is what I learned.
A tight organization is tight but not uptight. It is relaxed and accommodating. Everyone knows that they are doing important work. There is trust, play and fun.
Building a tight organization is in the details. It’s not about strategy. Tightness requires trust and knowledge. Here are the three cornerstones.
We may have different abilities and we play different roles, but we are not of different value. Each person in an organization plays an important role. All are worthy of respect and attention.
There is just one way to lead a team to success: by believing in the positive energy of each individual. Doing so sometimes leads to the wrong path. An important moment comes with the next project. A confident team which knows that experimentation is allowed and failures are not punished will be amazingly innovative.
When a good team becomes a great team, the whole company rises to a new level of performance. Everyone knows that you can accomplish anything together. Here are six things to keep in mind when building the team:
All-hands meetings increase productivity, motivation and teamwork. Committing to a joint goal is easier when everyone is in the same place. Here are three practical tips on how to arrange an all-hands meeting.
12 things that it will always be useful to a leader to do more of. Focus more on opportunities than on problems – Deal more with substance than with appearance – Ask more than you answer.
When employees doubt their abilities, it might be interpreted as a sign of weakness but can be a question of preparation. They might be your strongest employees. How you as the leader encourage them to take the assignment makes all the difference. Watch the video to learn three useful responses.
Offices are so last century! A distributed team is managed by starting from the top. Go all in online. Manage with vision and culture. Never favor physical proximity. Plan and budget for in-person meetings. State the promise and expectation at hiring. Document and record profusely.
Culture and values are a top responsibility for CEOs of both start-up companies and large corporations. A company with a strong and consistent culture requires less command-and-control management and empowers employees to take initiative, innovate, and serve customers well, says Fadi Ghandour.
From sense of urgency and patience to adaption and learning from failure. A fast way to become a better leader is by learning from others. Wisdom stemming from decades of doing and thinking can be elegantly expressed in a quote.
If no one challenges the beliefs of the leadership, soon there are no beliefs – only thoughtless, unchanging dogmas. Full consensus leads to utter mediocrity.
Celebrate failure in order to reach success. One of the most successful gaming companies ever, Supercell has a culture of celebrating the learnings from a failure. This encourages experimentation and bold decisions, which leads to more innovation.
How does a professional CEO work with a strong founder? Tom Erickson of of the wildly successful open source company Acquia, commercializing the wildly popular Drupal open source platform shares his advice.
To improve meetings, start from the end. At the end of each meeting, ask the participants to rate it. Over time, the meetings you run will improve.