by Jim Schleckser | May 24, 2022 | Delegation, entrepreneur, Growth, HR, Succession, Talent
Many leaders overlook their responsibility to build a succession plan. One of the responsibilities that can be difficult, even for great CEOs, is to make time for the succession planning process. While it’s human nature not to think too far into the future, you...
by Jim Schleckser | May 17, 2022 | Culture, Decision Making, Delegation, entrepreneur, Leadership
The distinction is whether you lead with your head, heart, or hands. Leadership is one of the most studied and written-about topics in the business world. But I recently came across an exciting new concept that adds an interesting new wrinkle to the subject: defining...
by Jim Schleckser | Apr 26, 2022 | Culture, Delegation, Diveristy, entrepreneur, HR, Talent
Young managers need to learn about generational differences too. I’ve written before about how people come for the organization’s mission but leave because of their manager when it comes to hiring and retention. That’s why it’s so critical for...
by Jim Schleckser | Mar 15, 2022 | Advisory Groups, Delegation, entrepreneur, Leadership
Should Former CEOs Join the Board? The answer is more complicated than you might think It’s become common practice that when CEOs leave their position, it’s assumed that they will continue with the company as a member of its board–maybe even as...
by Jim Schleckser | Feb 15, 2022 | Delegation, HR, Leadership, Talent
Look at where you spend your time as a leader to see who you might be covering for. I deal with many CEOS who are incredibly capable at their job. They can also do the job of many of the people who work for them. They may even be an expert in their area. The problem...
by Jim Schleckser | Jan 11, 2022 | Culture, Delegation, entrepreneur, Growth, Leadership, Talent
As a leader, are you overmanaging? A leadership concept that goes back about 60 years is called Theory X versus Theory Y. Leaders typically fall into one of these two buckets. If you believe in Theory X, it means you don’t trust the people who work for you, so...
