Articles

Growth Planning

Lessons from the Doom Loop

What can you learn from working in a company that is stuck in the proverbial Doom Loop? We outline five lessons learned the hard way.

Top Teams

The Path to Peak Performance, Part I: Which peak and why?

Whether through crisis or opportunity, most leaders reach moments when their team must really perform. What should they do first? Define the peak the team must climb.

The Path to Peak Performance, Part II: Where are we now – and what’s next?

After identifying the next hill to climb, what should leaders do next to get their team moving? Pinpoint their location in the journey and chart a course to more productive outcomes.

The Path to Peak Performance, Part III: Accelerating the journey

Real life demands speed. How can a leader get a team up the path faster? We identify specific strategies for pulling a team along faster.

Revenue Engine

The Executive Dilemma – Part I: Three Questions to Ask Before Introducing a Senior Leader to Your Strategic Client

by Ted Harro and Jane Blinde
How do you select and prepare one of your company’s executives to meet one of your client’s executives? Very carefully! And these three questions might just help…
Published in Velocity, The Journal of the Strategic Account Management Association

The Executive Dilemma – Part II: How to Conduct an Executive-to-Executive Meeting that Drives Value for All

by Ted Harro and Jane Blinde
OK, so you selected and prepared your executive for that senior level meeting – what could possibly go wrong now? Don’t get us started! We outline wrong way and right way approaches to actually conducting and following up on an executive-to-executive interview, complete with a handy one-page guide.
Published in Velocity, The Journal of the Strategic Account Management Association

The Executive Dilemma – Part III: Going beyond Executive Calling to Effect Deep Change in Customer Relationships

by Ted Harro
Too many executive sponsorship programs wind up yielding few results. In the final installment of our series on executive calling, we lay out how to analyze the information captured through executive calls, more importantly, we suggest ways to turn that information into action that dramatically improve relationships with key customers. Published in Velocity, The Journal of the Strategic Account Management Association

The Perilous World of the Incumbent

by Ted Harro and Jane Blinde
Have you ever thought you had a loyal client only to find yourself fired? Real clients describe three oversights suppliers make and how you can remain the incumbent with your most important customers.
Published in Velocity, The Journal of the Strategic Account Management Association

Change

Are You a Net Creator Destroyer of Talent? Seven indicators of organizational health for talent-intensive organizations.

by Ted Harro and Leslie Miller
If a client’s ultimate question is, “Would you recommend this firm as a supplier to other companies?” then the ultimate talent question may be, “Would you recommend this firm as an employer to your colleagues and classmates?” The answer to this question looms large on any talent-intensive organization’s long-term success. We offer seven indicators you can examine to see how your organization stacks up.

Minefields, Allies, and Hidden Agendas: Episode I – The Ambush

by Ted Harro
Our research indicates that relationship-building is the most important focus for leaders when they take on a new role. In this true-to-life tale, Ben Scott discovers the first law of influence: Know your colleagues. Read on to learn a proven pattern you can use to discover any colleague’s business agenda.

Minefields, Allies, and Hidden Agendas: Episode II – The Map

by Ted Harro
Our research indicates that relationship-building is the most important focus for leaders when they take on a new role. In the second episode of this true-to-life tale, Ben Scott discovers the second law of influence: Know the political network. Read this article to learn an insight-provoking approach to figuring out which colleagues are allies and which initiatives will move forward in the organization.

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