New Leaders information sharing
This seems to be a good way to share ideas, perspectives and get answers to questions.
posted by George at 6:04 AM
Friday, June 30, 2006
About Me
- Name: George
- Location: Stamford, Connecticut, United States
George Bradt has a unique perspective on helping executives accelerate transitions and build high performing teams. After his education at Harvard and Wharton, George progressed through a series of sales, marketing and general management roles around the world at Fortune 500 companies including Unilever, Procter & Gamble, Coca-Cola, and then J.D. Power and Associates as chief executive of its Power Information Network spin off. Now he is Managing Director of PrimeGenesis, the executive on-boarding and transition acceleration group he founded in 2002. Since then, George and PrimeGenesis have been able to reduce the risk of failure fourfold for executives they have helped - from 40% to less than 10%. George is the author of The New Leader’s 100-Day Action Plan (Wiley, April, 2006).
Previous Posts
5 Comments:
We do offer consultation through the process. There's all sorts of information about us at www.primegenesis.com
My feeling is that your pre-boarding conversations should be held one-on-one as much as possible. The primary purpose of these is building relationships. And the strongest relationships are built one-on-one.
I think this book can save a lot of people the headache of accepting positions that are doomed for failure. If only I had read this book before I accepted my last position my resume would look much better. After only 13 months on this last job I realized I was in a no-win situation. Thanks to you guys, it won't happen again.
Hi George,
Great book! I am currently in the Negotiating stages with multiple firms and I have found your book very useful. 1 Question:
You talk about setting your levels for salaries, opening, walkaway, etc. How do you know what the company's levels is on those items?
Thank
I'm making a significant move within a Fortune 10 company -- moving into a leadership role. It's a much bigger role than the one I'm currently in. Something in your book was intriguing to me. How do I find out the inside contenders for the position that was awarded to me -- those who might be peers, direct reports or from other areas of the business? Also how do I find out if any of the key stakeholders disagreed on the responsibilities of this position?
Post a Comment
<< Home