The Building Business Value newsletter has one purpose - to assist midmarket business leaders in their never-ending quest to build better companies. Whether you are the CEO of your own company, a senior manager of a business unit, or a leader in a company that serves those in the mid market, you will find something in each newsletter to help you serve your stakeholders. Each month we will cover a variety of topics, all focused on leading in the mid market.
We are very conscious that you spend much of your day buried in e-mail, so it is with your permission that we send this newsletter your way.
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We're pleased to announce that
The Power of an Internal Franchise has been named a finalist in
Buy from Amazon ~ |
The Humble CEO
Humility doesn't mean you think less of yourself, it means you think of yourself less. | |
In the normal course of conversation, the words humble CEO, humble boss, or humble leader rarely are lumped together. We're a bit more used to terms like the charismatic leader, or the focused CEO or the demanding boss. Well this is a short story about the Humble CEO ... and the benefits it brought his company.
During an emergency meeting of Humble, Inc's leadership team (I've changed the name to keep you from sending your resume to Humble's HR director after you read this story), to deal with a sudden downturn in demand of Humble's signature product, the atmosphere was just not the same. There was the normal back and forth, the typical volleying of ideas and the usual posturing and positioning. But what seemed unusual about this meeting was the CEO.
You see the CEO is definitely a Type A leader. He is used to getting results and being on the winning team. He's been called charismatic, focused and demanding but no one ever called him humble! But during this highly charged meeting, he decided to take a back seat. He didn't so much lead the meeting as he did facilitate the exchange. There were lots of ideas being bandied about but none were his. He asked clarifying questions but never passed judgment on a single idea. The team noticed the difference but were so excited to be part of the solutions (and not just part of the implementation team), that they were more than willing to seize the opportunity to find a solution to the company's most pressing problem.
Read More ...
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| Good Reads...
My latest favorites
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 When it came to my attention that Doug Conant had written a leadership book, I knew it was going to be something I could sink my teeth into and I was not disappointed. In full disclosure, I met Doug years ago when my wife worked for him at Nabisco. He also reviewed our first book, Act Like an Owner. Since his tenure at Nabisco, he went on to revitalize the iconic Cambell's Soup Company. TouchPoints focuses mainly on his approach in turning a struggling consumer products company with a totally disengaged workforce into a high performing market darling with an energized and forward leaning workplace culture.
You might ask how applicable the leadership concepts in this book are to the mid market. The quick answer is they are perfectly aligned. The book title and the main theme are one in the same and leaders of small, medium or large organizations embracing this timeless concept will find their next generation leaders more aligned with the company's vision and their workforce more excited and engaged.
Read More ...
TouchPoints: Creating Powerful Leadership Connections in the Smallest of Moments
by Douglas R. Conant, Mette Norgaard
 Visit me on LinkedIn for more reviews
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Why do we need leadership?
Why do we need a management team?
What value do they provide the organization?
The truth is we would really have no need for management or anyone in a leadership position if we could only be assured there would be no more change. Change is a constant, however, so every organization needs strong leadership to create a vision or establish a direction and then align the organization with that direction. Organizations that can develop leaders prepared to deal with and lead change will prosper. Those that don't will rise and fall with market trends and eventually fade away.
Corsum Consulting is committed to helping you develop the next generation of leaders. This summer we are rolling out an online, collaborative program for your team leads, project leaders, program managers and division leaders as they become your company's next generation of leaders.To view an example lesson, please visit:
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As a business operator, I have been in a position to lead a company during troubled times. Concerns over the direction of the company, sleepless nights worrying about debt and cash flow, high anxiety over closing a deal or a transaction - the challenges seem endless. But I've also experienced the highs of leadership - the real joy of meeting client needs, the fulfillment of shaping a team, and the satisfaction of watching a vision become a reality. As tough as it can be, there is really nothing quite like being a leader in the midmarket.
It is my sincere desire that this newsletter will support leaders in the midmarket as they navigate their way to building stronger, more valuable companies. I welcome your comments.
Sincerely,
Marty
Martin O'Neill
Corsum Consulting, LLC
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A resource full of smart ideas to help educate and inspire decision-makers.
Each issue includes features, interviews, case studies, columns and other departments designed to help this region's CEOs face the daily challenge of running a business. | |
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| | Marty O'Neill | Marty O'Neill founded Corsum Consulting, which focuses on one goal: helping companies build business value. He is a frequent speaker and consultant on leadership, corporate culture and building business value and is the author of The Power of an Internal Franchise (Third Bridge Press),
Building Business Value (Third Bridge Press) and the co-author of Act Like an Owner (Wiley). As a business operator, Marty started and sold a company, positioned another for an LBO, and helped a third sell for a significant premium. Marty lives on the Magothy River in Maryland with his wife and three children.
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 | | Luke Garwood | |
Luke Garwood has owned and operated technology-based businesses for the past 21 years. He has professional experience in leading Information Technology (IT), Systems Integration, and Construction companies. His specialization is in operational excellence. He has been heavily involved in start-up and high-growth companies for most of his career. He has extensive experience in the overall development and delivery of technology-based solutions, services, and products to the commercial, federal, state, and non-profit sectors. Luke has performed many functions across the companies he has been involved with to include general operations, service delivery, product management, sales, marketing, strategic planning, leadership development and vendor management.
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Subscribe to Marty's Blog!
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"Leadership must be based on goodwill. Goodwill does not mean posturing and, least of all, pandering to the mob. It means obvious and wholehearted commitment to helping followers. We are tired of leaders we fear, tired of leaders we love, and of tired of leaders who let us take liberties with them. What we need for leaders are men of the heart who are so helpful that they, in effect, do away with the need of their jobs. But leaders like that are never out of a job, never out of followers. Strange as it sounds, great leaders gain authority by giving it away."
~ Admiral James B. Stockdale
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