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Articles

Driving Strategy Home (part 1 of 2)

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September 16, 2008
by Rik Nemanick, Ph.D. One of the biggest challenges leaders face with the strategic planning process is turning strategy into action. Planning sessions generally gather key leaders in a place free of day-to-day distractions to focus energy and build optimism. Then, leaders watch as that energy and optimism dissipate when the participants get back to the “real world”. Strategic plans that had everyone excited too often become “shelf-ware” that fails to deliver the strategic results needed. Below we share some of our tips for getting the most out of your next strategic planning session: Spread out the off-site. While a...
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Leadership in Practice: Kevin Drollinger of Epworth Children and Family Center

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September 6, 2008
A Conversation with Kevin Drollinger, Executive Director of Epworth Children and Family Center Q:  Can you give me a 2 minute synopsis on how you got where you are now? A: This year is my 30th year in child welfare.  Early on, I was asked to lead a small social service department in Oconomowoc, Wisconsin working for a treatment center for kids with developmental disabilities and emotional disturbance. I did that for a number of years and got several promotions. Then, I headed a small rehab company, speech/occupational/physical therapy services that was a related company to the treatment center.  I...
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Leadership in Practice: Lisa Flavin of Emerson

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June 6, 2008
Leadership in Practice: A Conversation with Lisa Flavin, Vice President of Audit, Emerson Corporation Q:  Can you give me a two minute synopsis of how you got to where you are now? A: My first job out of college was at Ernst & Young. I stayed for about 8 years and left as an audit senior manager.  From there, I went to the Hüls Corporation, a German holding company that had the majority ownership of MEMC here in St. Louis.  I was the CFO for the US holdings. It was an exciting job and I worked there for about 3 years....
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The Peter Principle (Part 2 of 2)

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June 1, 2008
By Rik Nemanick, Ph.D. In our last issue, we reviewed the “Peter Principle” (the situations where competent people are promoted to the point where they are no longer competent) and what individuals can do to avoid falling into the Peter Principle trap. In this issue, we will address what organizations can do to keep from creating the trap. Organizations regularly reward their top technical performers by putting them into leadership roles for which they are not suited or prepared. In making this decision, some organizations take a “sink or swim” approach to finding out if someone will make a good...
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