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by Michael Stern

By J.p. Flaum, Becky Winkler, hbr.org
June 8th, 2015

On the surface, John looked like the perfect up-and-coming executive to lead BFC’s Asia expansion plans. He went to an Ivy League B-school. His track record was flawless. Every goal or objective the organization had ever put in front of...

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by Michael Stern
Probably not the way they think they are!

Recently,  CEO.com  conducted a three-dimensional look at today's CEO. They surveyed  1500 CEOs, executives and employees. The results may surprise you. 

A 360 Degree View of the CEO   found that, while CEOs and those they lead tout similar ideas...

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by Michael Stern
"Are you being lazy enough?"

That's the question Jim Schleckser asks in a recent  Inc. Magazine article . If you're not, chances are your company's strategic growth and people development may be suffering.

In this case, being "lazy" is about working smarter not harder.

...

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by Michael Stern

It seems it's not enough to be president of a company anymore. Today every business larger than the corner store seems to have a CEO. And larger companies are producing new C-level executives all the time: controllers have become CFOs, general managers are now COOs and chief information offers, chief...

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by Michael Stern

I am a great believer in the value of meetings. Sometimes. Personal relationships can be formed and nurtured. Productive decisions can actually get made when bright people collaborate. That’s when meetings go well. Most organizations could accomplish all that (and more) in far fewer, shorter, better-run meetings.

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by Michael Stern

This week’s column won’t win any awards from my colleagues in executive search.

The latest management trend I’m seeing: more promotion from within. At a time when business is practically dredging river bottoms to hire new executives, more Canadian companies are looking for talent the old-fashioned way – by developing it in-house.

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by Michael Stern

Although you know you're a natural leader, and your boss thinks he or she is too, the truth is that many Canadian executives got left out of the leadership lottery. Some experts believe that a key element of leadership growth is learning new behaviours. I believe it’s frequently more important to eliminate behaviours that are detrimental and counterproductive.

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