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Topics: leading indicators, leading and lagging indicators, 4 Disciplines of Execution, Prediction, Extraordinary Results, Influence
“If I emulated you in any way as a creator today, send me a signal in the form of feedback in my world to let me know that you were noticing my efforts. And bring it in a way that I least expect, that wakes me up from this dream, and leaves no doubt that it has come from you so that I am inspired to do this again tomorrow.” The voice of Joe Dispensa softly speaks to me at the end of my meditation
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Topics: Acute Myeloid Luekemia, Coach Advisor, Catalyst, Pearsons Law, leading and lagging indicators, Bone Marrow Transplant, Graft-Versus-Host Disease, Breaking the Habit of Being Yourself: How to Lose, Joe Dispensa
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Topics: Strategic Discipline, One Thing, Business Priorities, leading indicators, Business Dashboards, Pearsons Law, leading and lagging indicators, Business Scorecards
Consider the situation facing George Washington, as supreme military commander of our nation’s revolutionary troops just prior to Christmas 1876.
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Topics: Annual Plan, leading and lagging indicators, Stockdale Paradox
From the outbreak of the Civil War until July 1863 General Robert E Lee, commander of the rebel Confederate forces was able to repulse, evade, and defeat a much superior size and equipped army of the Potomac. He relied on precise, accurate information about the movement of his adversary as provided for him by his cavalry commander Jeb Stuart. This flamboyant, attention seeking, audacious, Major General provided reliable information that allowed Lee to at one point to divide his inferior forces and capture an important victory at the battle of Chancellorsville. That confidence building victory propelled Lee to invade the North in June of 1863 bent on dealing the Union a crippling blow that would capture Washington DC and bring Great Britain to the Confederate forces aid.
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Topics: Strategic Discipline, leading indicators, leading and lagging indicators, Four Disciplines of Execution, Execution
In Good to Great, Jim Collins’ offered three very important questions once you have answered the question “do we have the right people on the bus?” (A team with common Core Values, Purpose and commitment to the Vision).
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Topics: Good to Great, leading and lagging indicators, key performance indicators, key seats, Organizational Structure
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