Attracting & Retaining Top Talent | Leadership | Teams

Hiring Individuals With Disabilities Is Good For Business

Hiring Individuals With Disabilities Is Good For Business. BC Businesses of all sizes – small and large – are challenged in finding and keeping good employees. People with disabilities represent an important employee talent pool that is largely untapped. Hiring inclusively can also improve culture and increase retention. 90% of consumers prefer companies that employ people with disabilities. Embracing an accessible and inclusive workplace is just good business.

Health Wellness | Leadership

Master Your Emotions to Build Trust and Candour

Are you a stoplight CEO? A client’s assistant had a little stoplight hidden on the side of her desk. She explained to me that when it’s green her boss is in a good mood and you’re probably going to get what you want. When it’s yellow it means you’re going in at your own risk. And when it’s red, you should probably reschedule the meeting.

Coaching | Health Wellness | Leadership

It Doesn’t Have to be Lonely at the Top

A 10-year CEO came to me thinking he needed to resign. He’d been in the industry for 25 years, and he was done. “We’ve lost our biggest customer, our CFO is incompetent, the banks aren’t happy, the U.S. dollar is killing us and my executive team can’t get us through these tough times,” he lamented. He also wasn’t sleeping, had lost confidence in himself and was losing perspective of his situation.


Conflicts Caused by Confusion Over Who’s Responsible for Making Decisions

A five-year CEO thought he needed to fire one or two of his executives because of ongoing conflict between them. “These two guys can’t stand each other, and the conflict between them has been going on since I hired one of them last year.” The two were never on the same page when it came to important decisions, and it became so bad that they weren’t even on speaking terms.

Cross-Generational Challenges | Relationships

Bridge Generation Gaps to Maximize Success

A 60-year-old CEO was struggling with the attitudes of his much younger employees. “We need to fix these new generations. They are lazy, don’t have a strong work ethic, feel entitled and spend their time on Twitter, Google and ‘Spacebook.’ They’re focused on ‘life balance.’ Isn’t that something you save for retirement?”

Time Mastery

Build on Strengths to Achieve Time Mastery

The CEO of a successful company learned from members of her senior team that their biggest challenge was not having enough time to get everything done. She understood completely. Too much work and too little balance had her worried about burning out herself. Concerned the company may lose productivity, not to mention valuable talent, she struggled to find more time and juggle key projects better. It wasn’t helping.

Organizational Design | Strategy

Effective Succession Plans Help Secure Top Talent and Improve Corporate Results

The recently appointed CEO of a large publicly held company was enthusiastic about his new opportunity. A lack of trust and transparency, which resulted in poor relationships with the leadership team and board of directors, sunk the last leader. Could the new guy effectively repair the damage?

Leadership | Relationships

New CEOs Need to Focus on Building Trust

The recently appointed CEO of a large publicly held company was enthusiastic about his new opportunity. A lack of trust and transparency, which resulted in poor relationships with the leadership team and board of directors, sunk the last leader. Could the new guy effectively repair the damage?


Countering the Cover-Your-Butt Business Culture

A CEO was shocked to discover that a member of his senior team had made a significant mistake in the new company compensation program – an error that could have cost the company millions. No harm done, the mistake was corrected. However, by the time the CEO found out about it, a full two months had passed from the time the mistake was first noticed. Why didn’t the CEO find out sooner?

Strategy | Teams

Why Workaholics Turn Talent Advantages into Disadvantages

After the best year of his career, an executive was appointed CEO. He had accomplished an important goal and, to all appearances, he was a success. Yet the rest of his life was out of control. To get that promotion, he had spent more than 80 hours a week working and travelling extensively. Not surprisingly, it had taken its toll.

Health Wellness | Leadership

How to Avoid Getting Fired

A 58-year-old CEO had been in his current job for three years, the first two of which were the best of his career. He ran the highest performing national division of his global company and he loved his team. His entrepreneurial style was appreciated as was his tremendous success in turnarounds.

Leadership | Strategy

Focus on Future Business Success Not Past Failure

A CEO had high expectations for his executive team and was looking to speed up execution of the company’s strategy. Yet he found himself continuously frustrated because projects were often not on time, on budget or adequately meeting business needs.

Board Effectiveness | Teams

Building Executive Team Effectiveness can Accelerate Better Corporate Results

A CEO reviewed his last-quarter results, which were the worst in the company’s history. Despite being industry leaders, the economy had hit the organization hard. But it was more than that. The CEO reflected on his executive team members. He knew they operated in silos, but it had grown worse with the downturn and now there were frequent conflicts. Many of the key projects they had implemented of late were either not delivered on time or on budget, and some of them were not even meeting planned objectives.

Attracting & Retaining Top Talent | Teams

The Truth About Why Executives Quit

A CEO had developed a high growth strategy for her organization and had hired a rock star COO to take the lead in executing the plan. She was proud of the fact that she had been able to attract such talent from a key, and much larger, competitor.

Leadership | Teams

Get Buy-in Before Adding to your Executive Team

The CEO of a high-growth company had just completed a successful acquisition and wanted to ensure the new addition was well integrated into the organization. At the same time, he needed to free up his time to continue working the company’s growth strategy so he decided to expand the executive team with a new COO role. Up to this point, the group had consisted of a CFO, CIO and vice-presidents of human resources as well as sales and marketing.

Leadership | Relationships

How to Avoid Surprises and Manage Bad News

The CEO of an award-winning company met with his executive team to celebrate recent successes, including having just closed out their best quarter ever. The session was meant to be a review of their achievements and an opportunity to learn more about what had been done well.

Board Effectiveness | Relationships

How to Rebuild Corporate Board Trust and Effectiveness

For the first time, the board of an organization decided to evaluate its effectiveness, inviting the CEO and the management team to participate by providing feedback on their perceptions of the board’s ability to carry out its responsibilities.

Attracting & Retaining Top Talent

Retaining Top Talent

A CEO was stunned at the sudden resignation of his CFO, a stellar performer with 10 years at the organization and a candidate for the top job. The primary reason? Boredom. The jilted CEO had made a common mistake. “I didn’t spend any time with my A players because I didn’t want to get in the way,” he explained.

Organizational Design | Teams

Minimizing Executive Disruptions when Instituting New Corporate Strategies

The head of a large global company had been in his position for about a year and had spent much of that time developing a new three-year business strategy to accelerate results. Included in the plan were proposed changes to the roles of his executives, intended to align the organization structure with the new strategy. He got approval for the changes from the board and was excited to share the news with each member of his team.


Building Self-Esteem is Key to Handling Sudden Setbacks

A very successful CEO, a leader in his industry, was so severely stressed that he wanted to quit and sell the company. His president and partner – together they had bought the business five years earlier – had taken a sudden long-term disability leave following a divorce and illness that led to depression. The CEO had not made any succession plans nor did he know how to manage the business in the president’s absence.

Leadership | Organizational Design | Teams

Executive Assistants are Critical to CEO Success

A CEO had been working with his executive assistant for the past year and things just weren’t working out well. Their personalities clashed, and her performance wasn’t meeting his expectations, so they agreed to part ways during a very busy time in the company’s business cycle.

Organizational Design

How to Cultivate Better Business Growth

The CEO of a company in a highly competitive industry, with less-than-compelling market drivers, knew that she needed a significant growth strategy. In fact, she believed that without such a strategy, the company would be out of business due to the difficult industry conditions.

Board Effectiveness | Relationships

How to Deal with a Difficult Board Member

The CEO of a private company reported to a board of eight members, one of whom had been the previous CEO of the organization for 10 years. Though she had been two years at the helm, the current CEO continued to experience problems with her predecessor. Clearly, he was having a hard time letting go of his old job. Not only was he constantly challenging management results and new approaches to running the business, he was showing up at the office every day and instructing people what to do.

Attracting & Retaining Top Talent

Don’t wait too long to upgrade talent in a tough economy

Two years ago, the CEO of a private family-run business brought in an external chief operating officer. The idea at the time was that the COO would free up some of the senior executive’s time so that he could be more focused on the marketplace and the bigger picture.


How to Shift CEO Brand from Intimidating to Approachable

A CEO had been with the company for two years, having taken over from a very caring, compassionate leader who was loved by all his employees and was now chairman of the board. On the chairman’s advice, the CEO participated in a 360-degree feedback evaluation and discovered that, although his employees admired his ability to deliver results, they found him intimidating and didn’t trust him to lead them into the future.

Organizational Design

How to Reinvent Your Company’s Top Job

It is not uncommon for a long-time leader to grow weary of the top job, particularly if the path to get there has been relatively quick. Take for example this CEO, who had been in his position for six years and found himself really stuck. He loved the company and the business, and enjoyed 60% of what he did. But it was the other 40% that was driving him crazy.

Board Effectiveness

How to Build Corporate Board Trust and Effectiveness

For the first time, the board of an organization decided to evaluate its effectiveness, inviting the CEO and the management team to participate by providing feedback on their perceptions of the board’s ability to carry out its responsibilities.

Board Effectiveness

Ego-Talk in the Boardroom can Undermine CEO Success

At a recent board meeting, a CEO was shocked to discover he was on the verge of being fired. His executive team adored him, but the board viewed him as arrogant, dismissive, disrespectful and defensive. Why? Loud ego-talk.

Attracting & Retaining Top Talent

How to Hold People Accountable for Results

What is a CEO to do with a high-performing direct report who just won’t get with the program? In this case, a CEO was struggling to rein in his vice-president of sales, who was a rock star when it came to sales results but wasn’t much interested in the executive agenda.