NAILBA Perspectives - May/June 2014 - (Page 18)
reading ahead
Learning to Lead
What have you recently read that
inspired you to look differently at the
way you're doing business? NAILBA
welcomes your recommendations
for books or blogs that you find
helpful in shaping the way you
do business. Contact Rachel
Marineau, CMP, NAILBA's Manager
of Meetings & Education, at
703.383.3069 or rmarineau@nailba.
org and share your reading list.
18 perspectives MAY/JUNE 2014
Rise of the DEO:
Leadership by Design
Maria Giudice and Christopher Ireland
As technology changes at an exponential speed, the way we lead our
companies needs to change to keep
pace with the world around it/that
influences it. The agencies of the
21st century need an innovative
leader and thinker, a DEO (Design
Executive Officer). In Rise of the
DEO: Leadership by Design we discover that recent revolutionary business leaders such as Steve Jobs, Jeff
Bezos, and Larry Page recognized the
need to anticipate their consumers'
desires and create solutions to fit the
demands; DEOs approach all problems
as design challenges.
Authors Maria Giudice and Christopher Ireland identify six defining characteristics of a DEO: Change
Agent, Risk Taker, Systems Thinker,
Intuitive, Socially Intelligent, and
GSD (gets stuff done). For those who
possess only one or two of these features, Giudice and Ireland suggest
several "workouts" to build upon each
characteristic. They also provide a
few in-depth profiles of actual business leaders who demonstrate how
they live out those characteristics.
Rise of the DEO is an easy and crucial read for leaders at any level. Giudice and Ireland have provided the
framework for leaders to become better thinkers and strategic risk takers, to trust their intuition, to make
change, to marry expertise and passion, and more. Through graphics,
how to's, exercises, and biographical
features they assist anyone who is
eager to rise to the challenge in front
of them. More than just becoming a
great leader, the role of DEO is paramount for those to looking to lead a
21st Century company.
How I Did It: Lessons From the
Front Lines of Business
Harvard Business Review and
Daniel McGinn
A compilation of essays straight
from Harvard Business Review, this
book will help CEOs and principals
of any company. How I Did It provides firsthand experiences from the
top men and women of major corporations such as DuPont, Google,
Gilt Groupe, Under Armour, GE, and
many others. Discover how these
global business leaders overcame
a difficult succession, created lean
growth, and other complex issues
while continuing to successfully run
their businesses.
Kevin Ryan, Gilt Groupe CEO,
tackles the importance of the
CEO's involvement in the management of lower level employees and
the recruitment process. Ryan feels
that as CEO his primary duty is to
oversee the management of talent
(employees). Many leaders will tell
you that employees are their company's most important asset. But many
don't act that way. One way of deciphering this is looking at where the
CEO spends the bulk of their time.
According to Ryan, they should be
spending most of their energy on
recruiting and managing people to
cultivate their talent. He believes so
much in guarding those he's bringing in and those who are already
there that he stresses the importance of the HR Director. The head
of HR deserves a place at the table
with all the other top officials.
Ryan also discusses the magnitude of recognizing when it's time
to let weaker members of the team
go. It's tough to do but can be done
with grace by allowing the employee
the opportunity to acknowledge that
they are not performing as well as
they should and are probably holding
back the rest of those on their team.
Then encourage them to succeed in
an area that utilizes their strengths.
Hopefully there is another area in the
company where they might have the
opportunity to thrive.
Managers should be held to high
standards as well. Providing clear
goals, making sure they are meeting those goals, and maintaining
or growing the team are important.
They are also leaders and should be
motivating and inspiring their subordinates to perform their best. If
you suspect a situation is deteriorating in one of your departments,
don't wait to investigate it; it will
end up costing you valuable employees. Employees rarely stay in a job
where they do not work well with
or respect management. Hold your
managers responsible for those who
are reporting to them and if you
notice a downward trend in retention within their department, take
the appropriate action.
While the resume and interview
are important when recruiting, references will give you the most valid and critical information on the
potential hire. Checking references is
a good practice but most people are
prone to giving negative feedback on
an interviewee. Ryan recommends
finding colleagues you have in common with the new hire. LinkedIn can
be a wonderful resource when looking for shared contacts.
How I Did It features many different essays from other top business
leaders and is a fanstastic addition
to your professional library.
Table of Contents for the Digital Edition of NAILBA Perspectives - May/June 2014
NAILBA Perspectives - May/June 2014
Contents
Chairman’s Corner
CEO Insights
How to Train New Marketing Reps
Reading Ahead
Life Happens
The 3M Formula for BGA Marketing Success
NAILBA Charitable Foundation
Member Profiles
Agency Successor Networking Group
Agency Resources
member Profiles
MDRT Annual Meeting
Legislative Update
Calendar of Events
Index of Advertisers
NAILBA Perspectives - May/June 2014
https://www.nxtbook.com/nxtbooks/bluehouse/stars_2019annualreport
https://www.nxtbook.com/nxtbooks/bluehouse/nailba_perspectives_2018spring
https://www.nxtbook.com/nxtbooks/bluehouse/nailba_perspectives_2018winter
https://www.nxtbook.com/nxtbooks/bluehouse/nailba_perspectives_mediakit2018
https://www.nxtbook.com/nxtbooks/bluehouse/nailba_perspectives_201710
https://www.nxtbook.com/nxtbooks/bluehouse/nailba_perspectives_201707
https://www.nxtbook.com/nxtbooks/bluehouse/nailba_perspectives_201704
https://www.nxtbook.com/nxtbooks/bluehouse/nailba_perspectives_201701
https://www.nxtbook.com/nxtbooks/bluehouse/nailba_perspectives_201610
https://www.nxtbook.com/nxtbooks/bluehouse/nailba_perspectives_201607
https://www.nxtbook.com/nxtbooks/bluehouse/nailba_perspectives_201604
https://www.nxtbook.com/nxtbooks/bluehouse/nailba_perspectives_201601
https://www.nxtbook.com/nxtbooks/bluehouse/nailba_perspectives_20151112
https://www.nxtbook.com/nxtbooks/bluehouse/nailba_perspectives_20150910
https://www.nxtbook.com/nxtbooks/bluehouse/nailba_perspectives_20150708
https://www.nxtbook.com/nxtbooks/bluehouse/nailba_perspectives_20150506
https://www.nxtbook.com/nxtbooks/bluehouse/nailba_perspectives_20150304
https://www.nxtbook.com/nxtbooks/bluehouse/nailba_perspectives_20150102
https://www.nxtbook.com/nxtbooks/bluehouse/nailba_perspectives_20141112
https://www.nxtbook.com/nxtbooks/bluehouse/nailba_perspectives_20140910
https://www.nxtbook.com/nxtbooks/bluehouse/nailba_perspectives_20140708
https://www.nxtbook.com/nxtbooks/bluehouse/nailba_perspectives_20140506
https://www.nxtbook.com/nxtbooks/bluehouse/nailba_perspectives_20140304
https://www.nxtbook.com/nxtbooks/bluehouse/nailba_perspectives_20140102
https://www.nxtbookmedia.com