CEOs running the world’s top companies don’t start out that way – they pull ahead of their peers with behaviors and practices that make them the “best of the best.” Stephen Miles and the team at TMG coach some of the world’s most successful executives, helping them continuously up their game even as business conditions grow more complex every day. Learn the secrets of the highest performers, and use this intelligence to power your career.
Leading During the Coronavirus Crisis
The coronavirus pandemic is challenging leaders at unprecedented levels. Executives are facing the complexity of severe business impact and employee health concerns while they and many employees work from home. But many leaders haven’t led during a crisis, says Stephen Miles; they react poorly, amplify stress, and ignore critical information and advice. Miles provides tools for leading powerfully during this crisis, including how to make decisions, communicate, and engage employees with empathy.
10 Critical Keys to Business Survival
The incredible challenges companies are facing today are creating shocks to the system that every CEO needs to prepare for, says Stephen Miles. From the stunning impact of the coronavirus to the increasingly rigorous ESG expectations placed on every company to the exceptional level of performance demanded of leaders 24/7/365, the best CEOs are shifting the way they and their teams approach these daunting problems. Miles takes us through 10 keys that are critical for companies to survive today.
Dealing with Sudden Change
During times of sudden change, how leaders respond is critical to driving the best outcome. Leaders who are less effective make decisions too quickly or not at all. The best leaders are like the best athletes: they slow the game down around them and make it easier for other people to participate. Stephen Miles and Taylor Griffin explain how great leaders communicate with and leverage their teams, absorb rather than amplify stress, and create the context for people to be successful.
Nearly all leaders wait far too long to deal with underperformers. “I wish I had handled the problem sooner” is what Taylor Griffin says she hears from every person she coaches. Leaders are evaluated on how well they select and develop talent by whoever is the lowest performer on their team, so managing underperformance is critical. Griffin explains how to recognize signs of habitual low performers, how to give meaningful feedback and how to address issues swiftly to minimize damage to the team.
What Does a General Counsel Do?
The General Counsel acts as air traffic control for all legal issues across a company, says Billy Stern – from HR, compliance, and IP to a host of business risks. But while a lawyer is typically a “no” person, the best GCs have a “yes” mentality, working with the CEO to think expansively as a true business partner. Stern explains the complex job of GCs as they serve this and other roles including succession advisor, company “heavy,” contract enforcer, and fierce legal and regulatory advocate.
The Agent Problem: Becoming a Better Advocate for Your Best People
The most critical decisions around an employee’s future at a company usually happen when they aren’t in the room. But most organizations have an “agent problem,” says Stephen Miles: its leaders aren’t effective agents or advocates for valuable employees, and talent discussions can get dominated by fast talkers or bullies who push forward “their” people who are less qualified. Miles explains steps you can take to represent your best people most effectively and create a stronger team overall.