George Bradt - The New Leader's Playbook - Forbes

Make the few most important choices. Then communicate those choices over and over again to keep all aligned.

https://www.forbes.com/sites/georgebradt/2024/05/13/revisiting-a-leaders-most-important-choices/

This note highlights the main ideas and insights from two CEO boot camps around core focus, culture, operations, and personal influence and impact.

https://www.forbes.com/sites/georgebradt/2024/05/06/ceo-boot-camp-insights-2024-and-the-value-of-a-core-focus/

Executive onboarding basics always apply, but differently for new CEOs and their magnified personal impact and influence and almost impossible time management challenges.

https://www.forbes.com/sites/georgebradt/2024/04/29/how-to-start-well-and-perform-quickly-as-a-new-ceo/

Invest in some, but not all strengths. Compensate for gaps instead of trying to fix them.

https://www.forbes.com/sites/georgebradt/2024/04/22/relooking-at-the-animal-school-fable-and-differential-strengths/

Inspire the keepers of Boeing’s soul to step up. Enable them by getting the disablers out of their way. Empower them to infuse everyone else with that soul.

https://www.forbes.com/sites/georgebradt/2024/04/15/what-boeings-next-ceo-must-do-to-set-the-soul-of-the-company-free/

GOAT Caitlin Clark and her four co-starters lost out to South Carolina's nine-player rotation. Diversity, depth and first team mindset win.

https://www.forbes.com/sites/georgebradt/2024/04/08/teams-beat-individuals-which-is-why-south-carolina-beat-iowa/

Leverage enablers to support and reinforce the few differentiators required to win without thinking for a moment that they matter on their own.

https://www.forbes.com/sites/georgebradt/2024/04/02/how-to-leverage-enablers-to-strengthen-differentiators/

In an acquisition, pay the same level of attention to employee engagement and change management as you do to strategy, commerce, operations, finance, and governance .

https://www.forbes.com/sites/georgebradt/2024/03/29/relooking-at-the-importance-of-employee-engagement-in-an-acquisition/

Move people from multi-tasking to paying attention to engaged and from voice-only, to video, to in-person.

https://www.forbes.com/sites/georgebradt/2024/03/26/how-to-manage-the-new-hierarchy-of-meeting-engagement/

Increase prices if you deliver benefits perceived as superior. Lower costs if you must price to the market.

https://www.forbes.com/sites/georgebradt/2024/03/19/navigating-the-tradeoff-between-increasing-prices-or-lowering-costs/

Fire the ones who won’t fit with the desired culture, don’t deliver the desired results, or can’t adjust to the required changes in the business - soon.

https://www.forbes.com/sites/georgebradt/2024/03/12/when-should-a-new-leader-fire-poor-performers/

Support them with inspiring direction, enabling resources, empowering authority and accountability they need to do their job and develop in their job.

https://www.forbes.com/sites/georgebradt/2024/03/05/how-to-support-effective-employees-caught-in-the-middle/

AT&T’s recent service outage was a classic, preventable, basic failure. They followed it with a $5 apology that was so weak it was insulting

https://www.forbes.com/sites/georgebradt/2024/02/27/learn-from-atts-service-recovery-failure-after-its-service-outage/

Negotiate to secure win-win terms AND make people feel even better about working with you.

https://www.forbes.com/sites/georgebradt/2024/02/20/how-to-negotiate-a-job-offer/

It’s better to start on defense in football and business when you know you’re going to get your shot. Seeing what others do gives your counter-attack an advantage.

https://www.forbes.com/sites/georgebradt/2024/02/12/learn-from-the-49ers-sometimes-its-better-to-start-on-defense/

Don’t. You cannot help those lacking the confidence to be open to help. Instead, find another person or another way to help them or walk away.

https://www.forbes.com/sites/georgebradt/2024/02/06/how-to-help-those-lacking-the-confidence-to-be-open-to-help/

Onboarding any new leader successfully requires aligning people around expectations and then acquiring, accommodating, assimilating and accelerating them.

https://www.forbes.com/sites/georgebradt/2024/02/02/what-harvard-must-do-to-onboard-its-new-president-successfully/

Your first two values should be integrity and respect and the third should align with the organization’s core focus: design, produce, deliver or service.

https://www.forbes.com/sites/georgebradt/2023/09/26/why-your-third-core-value-and-core-focus-must-align/

Accountability must be bestowed and accepted along with potential positive and negative consequences

https://www.forbes.com/sites/georgebradt/2023/08/29/the-art-of-delegating-and-two-way-accountability/

When it comes to empowering authority, too tight is controlling. Too loose is abrogating responsibility. Choose the middle Goldilocks just right approach

https://www.forbes.com/sites/georgebradt/2023/08/22/the-art-of-delegating--the-goldilocks-approach-to-bounded-authority/

Delegation is a theoretical concept without any utility until people are empowered with the specific resources required to deliver on expectations.

https://www.forbes.com/sites/georgebradt/2023/08/15/the-art-of-delegatingspecific-resources/

set direction and "intent" to help others understand how what they are doing fits with other efforts.

https://www.forbes.com/sites/georgebradt/2023/08/08/the-art-of-delegating-starts-with-intentional-direction/

four components: inspiring direction, enabling resources, empowering authority and credible accountability.

https://www.forbes.com/sites/georgebradt/2023/08/01/digging-into-the-art-of-delegating/

The keys to effective delegation are inspiring direction, enabling resources, empowering authority, and credible accountability

https://www.forbes.com/sites/georgebradt/2019/09/10/the-keys-to-level-four-delegation--the-heart-of-leadership/