Articles

Learn (Don’t Just Manage) Through Perilous Moments

By Kerry Bunker, Ph.D., Art Gechman, Ph.D. and Jim Rush, Ph.D. in Chief Executive Magazine

Kerry BunkerNearly a quarter century has passed since Stephen Covey, who sold 20 million books and authored Seven Habits of Highly Effective People, cautioned against allowing the urgent to crowd out the important. He reminded leaders of the tremendous pull of the urgent demands of today and advised being more mindful of addressing the complex challenges of tomorrow. Covey’s wisdom and insight remain timeless, but the demands of our volatile and uncertain world have exposed an even greater vulnerability.

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"Breaking Bad" Business Practices

  10. Everyone would like to think they’ll never need a lawyer, but better safe than sorry — have top notch counsel at the ready.   9. Follow all business processes, no matter how weird. Safety first!   8. Stick to it!   7. Celebrate Teamwork   6. Dress the part — remember, YOU ARE YOUR BRAND. 5. Invest in research… 4. …and invest in fresh thinking.   3. Start the day with a good breakfast. 2. Always go Full Measure, not Half Measure. If you’re going to nap, nap.   1. Always maintain professionalism, while adopting an appropriate outlet for frustrations. Thanks for reading! Have an A-1 Day. *Gifs from The 60 Best Breaking Bad Gifs. “Bad-ifyed” pictures of Ken, emersongroup logo, and Nike thanks to the iPhone app Breaking Badify Yourself.

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The Social Executive: The CEO’s New Role in Social Media

CEOs often lament that they feel isolated in their role and that it’s hard to get anyone to tell them what they really think. Much to their own dismay, CEOs operate in a bubble. What makes this especially frustrating for CEOs is that they know their company’s growth and reputation are being determined by people outside of the bubble—by the company’s external stakeholders. Among these audiences are customers, shareholders, analysts, industry insiders, and the media.

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Hire Based on Attitude, Aptitude and Chemistry

By John Myrna

When I was earning my electrical engineering degree, I was a member of an elite group of five top students. We all had high GPAs, but we all didn’t have the same aptitude. Bob and Jim (names changed to protect the innocent) were brilliant — they only had to attend classes, quickly read the textbooks, and finish their homework before driving home for the evening.

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Structuring Pension Plans for M&A Success

By Ryan McGlothlin

Buyers of companies that sponsor defined benefit pension plans need to fully understand the nature of the liability that is associated with such plans. In many cases, the pension plan can represent the largest financial risk a company has. Proper due diligence pre-acquisition and prudent risk management post-transaction can therefore add value, or at least prevent significant value destruction, an all-too-common scenario.

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Gauging Your Thoughtleading Potential: Part Three

Excerpted from Ken’s book The Expert’s Edge as a seven-part series. Is it time to find out if you indeed are thoughtleader material? Maybe you’re a thoughtleader already and don’t know it. Or maybe you do know it, or suspect it, but could use some validation. Finally, do you secretly fear that perhaps you’re not up to the task? We are all thoughtleaders on some level. If you are an expert on anything at all (engineering, human resources, management, Chinese history, bartending, roofing), you are at least on the launchpad. You see, all thoughtleaders are experts, although not all experts are thoughtleaders. Thoughtleaders are experts who have made a commitment to optimizing their expertise and fine-tuning their expert’s edge. So in case your own misconceptions have created “thoughtleader jitters” that have been holding you back, here’s a “Thoughtleading Inventory” composed of seven questions and commentaries designed to help you gauge your personal and professional thoughtleading potential. Perhaps this inventory can put your jitters at rest andget you blasting off and away from your thoughtleader launchpad. This installment explores the third question: Are You Interested in Writing and Publishing an Article or a Book? The question here is not whether you have written and published anything or whether you would be willing to do so, but rather whether you have any interest in doing so. Because to achieve their expert’s edge, genuine thoughtleaders must do this, and do it on a regular basis. To attain this characteristic, it helps enormously if you actually perceive personal benefits from writing. That doesn’t necessarily mean that you must find the writing process enjoyable, just that you must see value in the doing of it. • Would writing an article or a book help you clarify your thinking? Veteran thoughtleaders report that it does. • Would writing an article or a book provide additional insight into your stated expertise? Veteran thoughtleaders report that it does. • Would writing an article or a book help you think faster on your feet when making your case to your prospects or when speaking to a group about your ideas? Veteran thoughtleaders report that it does. But thoughtleader jitters often get in the way of this one, too. In this case, the jitters sound like this: • I am not a good writer. • I don’t like to write. • I tried writing an article once and it got rejected. • I once published an article and nothing happened. All of these statements may be true, but none of them justifies a decision not to publish. Taken individually, here’s how I’d respond: • I am not a good writer. • It doesn’t matter. You are an expert; you know things; you have content to offer; you can provide the substance of a good article. Editors out there are hoping every day that you will pitch them an article idea based on your expert knowledge; if  necessary, they will even work with you to shape up your writing. Most likely you’ll discover that your writing is not as bad as you have been thinking it is. Once you’re over that hurdle, you’ll be writing prolifically, no longer selfconscious. • I don’t like to write. • It doesn’t matter. Do it anyway. Hate every second of it if you must, but do it anyway. Thoughtleading is for grown-ups—it’s time to face up to your challenges and responsibilities. They don’t give fame and fortune away, you know! Besides, after writing a few pieces and getting them published, you’ll most likely discover that this jitter is closely related to the first one (I am not a good writer). You probably just think you don’t like to write because you’re afraid to face the possibility that your writing is so bad that it will be rejected. Odds are that won’t happen. • I tried writing an article once and it got rejected. • So what? Did you submit it to a second, third, and fourth publication? Had you made sure before you submitted it that the publication actually prints articles by outsiders, and not just by members of its own staff? Had you made sure that your article’s length (word count) would fit the space requirements this publication has established for an article like yours? It’s a pretty good bet that you answered no to at least one of these questions. Learn the rules of the writing/publishing game so as to set yourself up for success. We’ll cover those rules in a later chapter in The Expert’s Edge. • I once published an article and nothing happened. • And what exactly were you expecting to have happen? Publishing an article is only a first step; the next is to use your article as a business development tool. Again, know the rules of the game, in this case the marketing and selling game. This too is covered later in The Expert’s Edge. It wasn’t the process of publishing an article that went wrong—it was your unrealistic expectations.

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Longfellow Benefits: A High Performance Organization in the Back Bay

You might not expect to find an HPO in an unassuming office building in the Back Bay area of Boston, Massachusetts, USA. But then you would be pleasantly surprised because on the tenth floor of an office on Huntington Avenue you can find Longfellow Benefits, a highly successful company and the winner of the annual Boston’s Best Employer Award for six years in a row.

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