Most executives are incompetent when it comes to onboarding into a new role. That’s not a problem – just so long as they are conscious of their incompetence and get help. Successfully moving into a new leadership role requires converging into the team first, and then evolving the team. The issue is that converging and ...

This provides information about how to access PrimeGenesis’ executive onboarding programs. ———————————————————————————————— FULL 100-DAY PROGRAM PrimeGenesis’ main offering including a prep session with the new leader and full support over his or her 100-days.  Contact George Bradt at gbradt@primegenesis.com or +1-203-323-8501.  He will then coordinate with the appropriate PrimeGenesis resources around the world.  More information ...

Happy New Year!  My gift to you is 24 BRAVE frameworks that can help make your coming year happier.  Headlines here.  Click through to the original articles (on a combination of Forbes.com and PrimeGenesis) for more. Happiness is good – Three goods: good for others, good for me, good at it Five components of BRAVE ...

Leadership is about inspiring and enabling others to do their absolute best – together –to realize a meaningful and rewarding shared purpose. The strongest leaders take a BRAVE approach to every one of their New Leader’s 100-Day Action Plans by examining their organization’s behaviors, relationships, attitudes, values and environment. This seems like as good a ...

On the one hand, Virginia Rometty’s transition into the CEO role at IBM should be relatively easy. The company is in good shape. She’s been there 30 years, knows everyone, and is getting the job “because she deserves it,” as her predecessor Sam Palmisano put it. On the other hand, these transitions are never simple. ...

Lyle Heidemann knew exactly what he needed to do when he took over as CEO of True Value Hardware in 2005: shift the organization’s focus from wholesale excellence to retail expertise. In an effort to save money, the organization spent the three years before Heidemann took over as CEO tightly managing costs, which included headcount ...

Everything is magnified on any CEO’s first day.  If being CEO is like living in a fishbowl (which it is), day one is the day when the lights are turned up full and everyone gathers around the bowl for their first glimpse into the future. But, given all that’s happened at Hewlett-Packard (H.P.) over the ...

Some leaders obsess over daily sales. Some track monthly milestones. Some focus on quarterly profits. General Electric’s (GE) Jeff Immelt thinks in terms of decades. Today marks Immelt’s 10th anniversary as CEO of GE. For most CEOs, surviving a decade in the job is a pipe dream. (Recall, 40 percent of new leaders fail in ...

You can learn a lot about a manager by the debris he or she leaves in his or her wake. Some managers leave a trail of broken and disillusioned people behind them that never recover from getting run over by the manager. Others leave behind high-performing leaders that go on to do great things. People ...

Let me be clear from the start.  Most cheating is bad.  Fraud, dishonesty, unfaithfulness are hard to condone.  But some cheating is good.  No one gets too upset if a shortstop cheats towards second base or a center half-back cheats towards the left side. 100-day action plans are some of the highest, best forms of ...