George Bradt

COPE works as a simplifying framework to help structure thinking and empower, adding discipline to planning at different levels and time-spans

Invest more in prospects and customers that do good for others, help you get stronger at what you’re good at, or are good for you. Invest less in those that are less good.

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.

The main addition here is the need for someone to own the milestone management process.

Phase the seven M&A sub-playbooks for your particular situation: strategic, commercial, operating, financial, governance, organizational, change management

You’ll have to get all aligned around the new role’s real mission, build relationships with people that have been displaced, and create new ways of working.

They continually strengthen their culture, focused on innovation and also customer-centricity, collaboration and accountability.

Pressure compresses. Support expands. It should be easy to understand. Yet leaders confuse the two. Why?

This temp-to-perm probationary hire has advantages and disadvantages for both sides.

Eliminate, combine, spread out, shorten, thin, and manage them.

Clarify the approving authority, the difference between consulting and concurring, and when to inform people before or after the fact

ID potential underminers. Invite them to join in the change. Move them out if they don’t commit over time.

Invest - Maintain - Simplify - Outsource - Eliminate

Make your inevitable early failures small and “intelligent”, as you ratchet up your current best thinking together with your new colleagues

Remote work is here to stay. Align core values and focus. Continually ratchet up the current best you.

Each organization, level, industry, ownership model, geography has its own rules of the road. Reduce onboarding risk by hiring people who have traveled your road before.

In choosing a professional network, look for 1) shared interest, 2) diverse experience and perspectives, and 3) a culture of helping each other.

It’s tempting to blame the people on the scene in situations like this. Before you do that, take a step back and look at your systems and culture.

Share information before meetings so people can focus on meaningful conversations in meetings.

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 .