May 5, 2018

The Culture at Michelin Tire

Michelin is dedicated to cultivating a culture of innovation. Clearly, its goal of innovating better and faster so to maintain its lead over the competition and deliver solutions that are increasingly effective and competitive, and perfectly suited to the challenges of mobility continues to be the driver of its company culture.

It invests deeply in R&D, provides training to each employee and has put a system, called Progress Ideas, in place which enables improvement ideas to flow through from staff to leaders for consideration and implementation.  All of this serves to fortify its culture of innovation.

Here are some company statistics that illustrate the firm’s commitment to sustaining its innovation culture:

1. Michelin provides an average of 56 hours of training per employee per year.Introduced in 1927,

Progress Ideas gives everyone, whatever their function, the opportunity to get involved in the Company’s life and progress by suggesting ways to solve problems or improve the manner in which Michelin does things. Consequently, nearly 60,000 ideas are put forward per year.

2. The company annually invests between 3 to 4 percent of net sales in R&D

3. . It actively works to establish external partnerships with universities, innovative businesses and suppliers so to diversify its sources of innovation.

Couple all of this with the fact that the firm is dedicated to professional development throughout an employee’s career. Staff can count on the guidance and support of their line manager and career manager to help them map out their individualized career path.  Michelin’s far flung worldwide operations also open up a range of varied and international career opportunities that help to round out one’s career and expose their leaders to more ideas for getting things done than they might otherwise see, if consigned to one locale.

The Effort Continues to Pay Off 

Michelin’s decade’s long commitment to building a culture of innovation continues to deliver achievements. For example, more than 20 years ago, the Company achieved a major breakthrough that made its tires more energy efficient. Today, it is the global leader in low-energy tires and a trailblazer in the functionality economy (which consists in selling services or the use of a product rather than selling the product itself).

And, just last year, Michelin was awarded the gold medal for its latest innovation, the “2-in-1 agricultural tire,” which works to protect a farmer’s soil. The tire literally changes to adapt to its environment. Its adaptable tread means it offers outstanding performance both in fields and on the road, enabling farmers to work with tires at a very low pressure.

To close, Michelin is committed to moving forward on the strength of its iconic, innovative brand. Seemingly, it sets the standards in quality and innovation by charging Michelin employees to take great pride in its strength and providing its people with the opportunity to contribute, in their own way, to future innovative achievements.

Shop Michelin Motorcycle Tires 

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Note: This article, by James M. Kerr, was originally published by Inc. on April 12, 2018

Republished from
Apr 16, 2018

The Trike Journal Fills a Niche

The Motorcycle Trike Industry is enormously under served and this new online magazine wants to fix it

There is an abundance of great information available on motorcycles in print and online.  You can find just about anything that you are interested in on the subject all aggregated and organized.  There is everything from terrific magazines like Rider that focuses on serving those that use their motorcycles for travel, recreation and commuting to specialty publications like American Iron, which specializes in the coverage of American-made motorcycles like Harley-Davidson and Indian.

However, one is hard pressed to find any single source of information on motorcycle trikes, a special segment of the motorcycle community that is beginning to grow as older riders turn in their current bikes for ones with three wheels – making them an ever more important growth segment for the motorcycle industry.

In fact, the profile of the typical trike rider is intriguing.  Most motorcycle trike riders:

  • Have been riding motorcycles for over 20 years
  • Ride over 5,000 miles a year
  • A third visit a motorcycle dealership every few months
  • Many plan to buy riding apparel this year
  • Many plan to buy a helmet this year
  • Most plan to buy a motorcycle tire or other part or accessory in the next 6 to 12 months

It is statistics like these that make an online portal, like the, so important.  The Trike Journal features everything that a trike rider (and those that want to become one) will ever need to know about living life on three wheels, including insights on:

  • Trikes and Trike Kits
  • Trike Builders
  • New Motorcycle Products and Accessories
  • Trike Riding Tips
  • Motorcycle Industry News
  • Preferred Online Parts and Accessory Stores

All of this information is gathered and organized into one, convenient online directory.  While the Trike Journal will surely inform and excite its visitors, it will also act as an important source of information for prospective customers of those in the motorcycle industry – someone interested in buying a trike, having it expertly built and buying the parts and accessories needed to customize and safely enjoy the ride.

As a motorcycle enthusiast myself, I know that the TrikeJournal fills a huge “gap” in the industry.  A quick search around the web and you will find a few decent forums and user groups and a bunch of one-off sites dedicated to specific trike manufacturers and their dealers.  But, no one has brought all that information together for easy access and exploration. I hope that it spurs the interest among the three-wheeled crowd to keep it alive and vibrant.

To close, the Trike Journal is a good example of a new start-up focusing on filling a niche.  There is something to be learned here for all entrepreneurs – find a gap and fill it!  If you need some help in determining your niche, reach-out to me.  I am always interested in helping out.

Note: this article first appeared in Inc. magazine on March 19, 2018.


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Feb 6, 2018

Will We Finally Have a Year of the Woman?

With all of the recent sexual harassment scandals coming to the fore, might 2018 be “the year of the woman” – so, they may finally establish an equal footing with men in the workplace?

Year of the Woman? Maybe. From big league entertainment personalities like O’Reilly, Lauer and Hoffman to Hollywood moguls and politicians like Weinstein, Franken and Roy Moore, purported sexual misconduct grabbed the headlines through much of last year.

Besides establishing a scandalous cloud that appears to stretch from coast-to-coast, these stories shined the brightest of spotlights on the issue of sexual harassment in the workplace. It made many wonder if we might well be on the cusp of fundamental change in the way men and women interact with one another at work. If so, 2018 may be the Year of the Woman.

But, much must change before that can happen. Here are some thoughts about what we have to do as leaders to end sexual harassment in the workplace:

Shift the Power Dynamics: Position power sits as a root cause of much of the sexual harassment that we have been reading and hearing about of late. An intern is harassed by her boss, an aspiring actress by a movie producer etc.

A person that is inclined to harass a subordinate because of their position power (i.e., sleep with me, and you’ll get the job) goes away in flatter, team-based workplaces because the power structures are less prominent and hiring and promotion decisions are spread across a team of people, rather than a single, all powerful decision-maker.

Engage Men in the Process of Change: This may be easier said than done, but, I’m hopeful! I think that there are enough men, like myself, who find these stories of the mistreatment of women repulsive and are willing to do whatever it takes to stop it. Of course, the real work is in identifying and instituting the steps needed to design a culture where harassment is no longer stomached.

Create Tougher Policies: Clearly, we can’t expect stiffer workplace policies to provide the entire solution to our sexual harassment problems. However, they can be an important foundation for instating the cultural changes that need to be made. And these policies have to cut both ways. There must be consequences for both perpetrators and those that falsely accuse.

Provide Better Training: There’s a difference between overhearing an off-color joke and the commission of an unwanted sexual advance. Helping people to understand what constitutes sexual harassment and teaching them techniques for managing those situations (and escalating them, as well), if they should emerge in the workplace can help establish a safer, more agreeable workplace.

Stop Tolerating It. Leadership is not about what you say; it’s about what you tolerate. If you tolerate harassment, of any kind, in the workplace then you probably have a company culture that unwittingly promotes sexual harassment. I’ve seen clients that refuse to discipline, and or, terminate repeat offenders because they believed that the perpetrators were so talented in what they did that they couldn’t be replaced. If that’s how you operate as a leader, you’ll eventually get what’s coming to you.

Are We In The Year of the Woman?

To close, I’m not sure that 2018 will be the Year of the Women. I hope so. But, it seems to me that some men harass women because they’re the type of person that seeks to take advantage of others whenever they can. I’m not sure that this will change much regardless of the coverage that the topic in the media. That said, I do think that there are some things that we can do to make our places of employment better places to work. I hope that these ideas will help you make your workplace better. Reach out if you’d like more information about how I can help you to create a company culture that everyone can respect and celebrate.

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NOTE: Originally published by Inc. on January 2, 2018

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Jan 2, 2018

Cleveland CycleWerks – The Little Company That Might?

This motorcycle manufacturer may just give the “big boys” a run for their money by building dependable bikes for the cost of what some riders pay to just add some extra chrome and loud tailpipes to their motorcycles.

In the words of Cleveland CycleWerks’ co-founder, Scott Colosimo, “we build the bikes, you live the dream.”

As a rider myself, I can safely say that Cleveland CycleWerks (CCW) manufactures some very cool looking bikes and sells them at a reasonable, entry-level price point. So, if you are looking to “live the dream,” a CCW bike may be the place to start your search.

The CCW value proposition starts with good design. Every rider that I know wants a bike that looks good to their eye and makes them feel proud to ride it. It’s no wonder that CCW bikes boast eye-catching designs. After all, Colosimo is a Cleveland Institute of Art graduate who refined his design chops at companies like Johnson Controls and Dirt Devil before joining forces with CCW co-founder Jarrod Streng to form Cleveland CycleWerks.

But, design is only half the value prop equation. Price is the other half. What’s different about CCW bikes when compared to other larger manufacturers is their price. You can get into a CCW bike for under $5000, delivered. This wouldn’t cover even a third of the cost of doing a custom build from a base Harley bike, for example.

In fact, if you’re a regular reader of my column then you know that I wrote a piece on Harley last month that suggested that it needed a brand overhaul because HD’s future rests with the next generation of motorcycle riders, who don’t have the money to ride their father’s motorcycle. CCW offers an alternative that may be quite attractive to a new rider who wants a nice looking bike that they can handle (lighter weight, smaller engine) at a reasonable price.

Challenges to Overcome

While CCW is on its way in doing great things, it does have its fair share of challenges to overcome in order to guarantee its long-term success. These include issues related to domestic brand recognition, distribution, service delivery and access to capital.

For instance, branding is an issue for the company in the United States. While CCW sells its products worldwide, and has distribution in 23 countries, it is highly recognized in India and Thailand, where its bikes have grown in popularity due to their hip designs and decent price points. But, they’ve got little brand recognition domestically. There’s a need for CCW to create a buzz in the US marketplace to spur the growth that’s needed for the company to flourish.

Finding a CCW dealer in the US is another challenge. It’s tough to sell a bike in the States, if you can’t find a place to see it and give it a ride. While the firm has plans to improve the situation, it needs to put those plans in action in order to drive the sales in the US.

With the lack of domestic distribution capabilities comes a service challenge, too. It’s likely that an improvement in distribution will improve service delivery, as sales and service are often driven under the same roof. But, again, building a network of qualified independent garages with quick access to parts can go a long way in keeping CCW’s value proposition front and center in the minds of bike buyers in the US.

Like every other small business doing business on a global scale (Besides the US, CCW manufactures its parts in Korea, China, Taiwan and South Africa), access to the capital needed to support its growth initiatives is a challenge. But, of course, that problem can be overcome with exceptional business planning and a product that can sell.

To close, Cleveland CycleWerks is a modern, global small business born in the USA and it has a product that is worth considering, especially within that all important Millennial market segment. If they catch on with the Gen Y / Gen Z rider, they’ll have the hook needed to keep those customers for many years to come. From the outside looking in, I believe that CCW just may have what it takes to give the “big boys” a run for their money.

NOTE: Originally published by Inc. on December 13, 2017.

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Dec 9, 2017

McDonald’s Black Friday Marketing: Epic Fail or Nifty Strategy?

The chain apparently neglects to include promo content in Black Friday tweet. Was it a marketing blunder or ingenious tactic? You decide.

Last Friday, McDonald’s tweeted from its @McDonaldsCorp account:

Black Friday **** Need copy and link****”

Interestingly, it seemingly failed to include any promo content in the tweet, leaving readers to wonder was this an epic fail in the marketing department or a deliberate action intended to drum up interest and buzz for the brand. I suppose, the mystery of it all could even inspire some to stop by a McDonald’s store to find out what the promo (if it existed) was all about.

A quick look at the twitter account over the weekend showed that the tweet was still up and that it was garnering quite a bit of attention with over 1.4K in comments and over 66K “likes,” which represents an exceptional response compared to McDonald’s other recent tweets that tend to garner responses in the hundreds, at best.

Deliberate or Opportunistic?

I don’t really want to get to the bottom of it. My guess is that it was a mistake made by some inattentive intern or recent college grad working deep in bowels of the social media unit of McDonald’s marketing department. And, when the error was detected (via the thousands of comments received right after the text hit the street), McDonald’s chose to keep it up because of the interest that it was generating – apparently applying the old adage: “Any publicity is good publicity.”

But, what does it matter? It worked. The tweet generated interest. People were reacting to McDonald’s. Whether the comments were positive or negative (and there were both), there was a buzz. So, regardless if the tweet was deliberate or a mistake that was handled in an opportunistic way, there are a few lessons to glean from McDonald’s Black Friday Marketing approach.

A Few Takeaways For All of Us

What can we take away from all of this? Here are a few thoughts:

  1. Look to make lemonade out of lemons – let’s assume that my hunch is correct and McDonald’s made a mistake with this tweet, they didn’t panic. Instead, they rode the wave and made the best of it. As a consequence, guys like me are still writing about it today.
  2. Overreaction to an apparent mistake can be a mistake – had the Company deleted the tweet or, even worse, issued an apology and extended an offer as a means of compensating those confused and frustrated by the tweet (I am intentionally being melodramatic here), it would have probably ended the buzz right on the spot, and we wouldn’t be debating the mystery of it all days later.
  3. Taking calculated risks can pay dividends – let’s assume, I’m off beam with my guess and McDonald’s had deliberately tweeted a tweet with no promo content, it would mean that they were willing to take a risk (e.g., losing some customers because of an erroneous tweet) in the hope of generating some additional interest in the brand. The risk paid off, the tweet is still getting attention.
  4. Vulnerability can be used as a tool – if McDonald’s did tweet with intent, they showed that being a bit vulnerable (i.e., big companies can make a Twitter mistake) can be used as a tool to engender attention. So, showing some vulnerability is OK for your brand.
  5. Match your response to your brand – McDonald’s brand messaging connotes fun and a low-key dining experience. It’s response to this tweet mystery (there’s been no response from the Company at the time that this article was written) is low-key and the lack of a response just makes the whole thing more fun. I guess we can say, McDonald’s is just being McDonald’s, which is a good thing.

To close, McDonald’s is a solid company and a great brand. Whether their tweets are always spot on or recycled gibberish, doesn’t really matter. They still deliver a consistent experience at an unfailing value every time you visit one of their stores. Having an online presence in the fast food industry are table stakes. You best have one. If you can make the shopping / ordering experience even easier through the use of online tools and apps, even better. Accordingly, at the end of the day, a tweet (even one that harvests a lot of attention) isn’t going to make or break the company – it’s just good marketing. Drop me a line, if you’d like some help with your marketing strategies.

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NOTE: This article originally appeared in Inc. on November 27, 2017.

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Nov 21, 2017

Time for a Brand Overhaul at Harley-Davidson

With sales slumping at Harley-Davidson, this iconic American brand needs to recast itself and redefine what it will become in the years ahead

Harley-Davidson announced its third quarter results last month and the news wasn’t great. Harley’s worldwide sales was down nearly 7%, while American retail sales slumped by over 8%. This all translated into about a 40% drop in profits as compared to the year-ago quarter. Prompting its CEO to comment in its earnings press release:

“The continued weakness in the U.S. motorcycle industry only heightens our resolve and the intensity we are bringing to the quest to build the next generation of Harley-Davidson riders…As the motorcycle industry leader – with dealer strength and rider passion and loyalty like no other – we believe we are uniquely positioned to build ridership and strengthen the sport of motorcycling.”

Clearly, HD’s future rests with that “next generation of Harley-Davidson riders.” The company will not continue to dominate by simply to rely on its current aging customer demographic (of those 45 years and older) to bolster revenue. Many of those people have bought their last Harley.

So, what can Harley do to invigorate brand appeal among Millennials — who are choosing to put their motorcycling dollars into purchasing new Ducati’s, vintage Honda’s (because they are inexpensive and reliable) and other value-laden offerings from the big four Japanese manufacturers?

Here are just a few ideas:

  1. Stop putting heritage before innovation: Millennials don’t care about buying their grandfather’s bike. In fact, they would prefer to set their own trend with completely new designs and styles. Re-imagine what a motorcycle should look like. Think video games and futuristic action movies for inspiration.
  2. Offer safer, first-time rider designs: The lightest offering in the Harley fleet is a 500CC bike that weighs-in at about 500 pounds – that can be a bit intimidating for a first-time rider. Develop some lightweight bikes with smaller frames and engines that a Millennial can learn on and they just may give the brand a try. Like all other HOG enthusiasts, if you catch them while they’re young, they’ll remain loyal as they grow into more competent and confident riders that, in time, buy bigger bikes.
  3. Add more bang-for-the-buck: Yes, you can get into a base-level, stripped down, no bells or whistles Harley for under $10,000. But, that same $10,000 can goes a whole bunch further with any of the Japanese brands – leaving some room in the budget for a comfort seat upgrade or a new leather jacket.
  4. Earn their attention: There’s little a Millennial can’t do with a cell phone and two, good thumbs. Go where they are by establishing a stronger social media presence. BMW, for example, commissioned 60 Instagrammers to tout the brand by posting their BMW motorcycling adventures as a means to establish appeal to the next generation of rider.
  5. Hype the experience: The prospective Millennial buyer is all about collecting varied and stimulating experiences – that’s why they study abroad, seek temporary employment to travel and surf the Internet to learn more about the great big world and what is has to explore. Help Millennials to understand the rich experiential element that riding has to offer and they may be convinced to give it a try.

To close, Harley-Davidson has overcome adversity in the past. As a rider, I believe that they will overcome adversity again. But, it will take some deep reflection and a willingness to change with the times. If your company needs a brand overhaul, reach out! I bet I can help.

NOTE: This article originally was published by Inc. Magazine on 6 NOV 17

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Oct 24, 2017

Free Advice For Uber’s New CEO

With board-level voting rights on equal footing, it’s time for it’s CEO, Dara Khosrowshahi, to lead the firm to a new tomorrow

In June, under immense pressure from incensed investors who didn’t take kindly to Uber’s unrestrained “Bro” culture, Travis Kalanick stepped down as its CEO. Able to retain his seat on the firm’s 11-member board, Kalanick was able to maintain extra voting power granted him in the Company’s original by-laws. This extra voting power could have been used to help him to control the company’s future direction. But, last week Uber’s board voted to shred that extra voting power – putting every board member’s vote on an equal footing.

Clearly, the company isn’t out of the woods, yet. Just last month, London city officials said they would not renew the company’s license because of the Company’s lack of corporate responsibility. Clearly, Kalanick’s successor, Dara Khosrowshahi has his hands full as he charts a course for the future while working to overhaul Uber’s sad corporate reputation and internal company culture.

As a guy who has made his living for over 30 years helping executives to transform their company cultures, I am compelled to share some free advice with Uber’s new CEO. While the ideas are by no means earth shattering, they are fundamental to driving the kind of sea-level change needed at Uber:

  1. New Leaders need to create and share a vivid and compelling vision in order to engage and inspire their organizations.
  2. An outside-in perspective can inform what the “new normal” can and should be. Seeing the world from the viewpoint of those that an organization serves will enable break-through thinking and lead to the delivery of exceptional products and services.
  3. Communication is the key to engagement. Your people need to know where you are, what you want and how you expect them to get there.
  4. Be sure to put the right kinds of communication mechanisms in place to keep your staff properly informed. How can you expect solid communication, if you don’t enable it through the implementation of the necessary tools and devices?
  5. Being “in it together” is the only way to drive widespread transformation. People want to be part of something bigger than them. Make a “cause” out of your transformation effort by helping people understand what’s in it for them and they will pull together to make it happen.
  6. Measure results, not effort to change behavior. It doesn’t matter how much effort one expels to achieve success. It’s the success that matters. Measure outcomes and people will change their individual behaviors as necessary to achieve the results expected.
  7. Consider the next generation of employee as you imagine the future. You must take into account the values and expectations of the next generation of employee in order to ensure that you crafted a culture that will attract and retain the talent you need to achieve your vision. If you don’t someone else will!
  8. An active leadership style enables you to know when to “push” and when to step back and observe. You don’t always need to be in the front of the room – that kind of behavior can stifle the growth and maturity of your staff. Rather, be involved and understand exactly what your team needs from you in order for them to be successful.

To close, there’s no doubt that Mr. Khosrowshahi has quite a challenge ahead of him at Uber. But, by all accounts, he’s up for the task. But, of course, he doesn’t have to take the journey alone. There are people out there that can help (and would welcome the challenge of rolling up their sleeves, right beside him) to do the work needed to put Uber back on track. If you think that your company could use a company culture overhaul please reach out.

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Sep 6, 2017

The ROI of Culture Transformation

Answer these 8 simple questions about your business and you’ll discover the value in investing in Company Culture Transformation.

Culture transformation is a “hot” topic in boardrooms these days. But, leaders are unclear about how to measure its return on investment (ROI). Clearly, measuring the results of culture improvements, per se, is a bit sticky. This is so because your company culture underpins everything you do. From outward facing activities like product development and service delivery to internally facing processes including measurement and reward and hiring practices are a reflection of your company culture.

So, how do we measure the return on a culture transformation investment? While there’s no simple formula, here are some questions that can be asked to make the decision to invest in improving your company culture a whole lot easier:

  1. What’s The Value of Strategic Alignment? Getting your culture aligned with where you want to take your business is absolutely critical to achieving your vision for the future. After all, you won’t realize the vision if your company culture can’t support it.
  2. What’s The Value of Improved Teamwork? Getting your people to work as one is invaluable to the success of a business. Your culture must be set-up to do that. If it isn’t your performance will undoubtedly suffer.
  3. What’s The Value of a High Trust Work Setting? All good things are based on trust. If your culture is built on trust, your business is well positioned to overcome all of the obstacles that will confront it in its journey to strategic accomplishment.
  4. What’s The Value of Improved Communication? Communication is the centerpiece of every business. Outward communication drives prospective customers to your door and supports them once they’ve made the choice to become one. Internal communication keeps your people informed so that they can perform at their best. Your culture better support solid communication, if it doesn’t it may be time to invest in cultural transformation.
  5. What’s The Value of Improved Customer Intimacy? It’s tough to stay in business without satisfied customers! Your culture should be built around understanding their needs and wants, and then, delivering impeccable service so that you become the provider of choice.
  6. What’s The Value of High Resiliency? Running a successful business is a tough and tumble undertaking. Your company culture will determine its ability to withstand and overcome adversity.
  7. What’s The Value of Being a Talent Magnet? You want exceptional people? Build a company culture that makes you the employer of choice. Great cultures attract great talent. Be sure your culture is outstanding.
  8. What’s The Value of Greater Innovation? Your products and services best be amazing, if you intend to continue to grow your business. Here’s where innovation comes in. By creating a culture that continuously innovates you improve your ability to be amazing.

To close, company culture is the foundation of every business. If you optimize the culture and ensure its alignment with the achievement of your strategic objectives, your business performance will improve. Place a value on that and compare it to the cost of cultural transformation and you’ll have you ROI. It’s really that simple!

For more on culture transformation, please reach out to me directly. I look forward to our collaboration.

NOTE: This article was originally published by Inc. on 14 August 2017.

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Aug 20, 2017

How to Become a Leader’s Leader

Here’s a leadership self-assessment worth taking to discover where you sit as a leader

The 20 questions that comprise this diagnostic are organized across 4 unique dimensions – Personality, Proficiencies, People and Presence. I call it the “4Ps Leadership Snapshot.” The assessment is quite easy to administer. While this survey can be leveraged in a variety of ways, including within a “360-evaluation” format, by reporting-line manager to subordinates, or simply used as an interview script by a hiring manager / hiring committee, it’s worth taking on your own to identify your leadership strengths as well as to recognize some areas for improvement.

The scale that you use is up to you. High, Medium and Low works just fine. But, you can spruce it up to any way you like using a numbered and / or a weighted scale as you see fit. Regardless, take it and it will give you a snapshot of where you are as a leader and will provide a perspective on where you can work to do better.

The 4Ps Leadership Assessment Snapshot:

Personality – How you’re wired.

1. Inquisitiveness: Is curious and interested in new ways of “thinking” and “doing”

2. Resolve: Has a willingness to push against status quo and maintains convictions to drive needed change

3. Emotional Intellect: Makes time to know and truly care about other people and their concerns and aspirations

4. Vitality: Is energetic and passionate about business and its evolution

5. Initiative: Is sincerely interested in producing new content that shapes new ways of thinking and doing

Proficiencies – What you do well.

6. C-Suite Impact: Possesses advanced consulting & advisory skills that have influenced action at the senior client executive level

7. Market Expertise: Is knowledgeable and is current on industry trends, disruptions, needs and can translate that understanding into big ideas that create value

8. Value Proposition Positioning: Has the ability to demonstrate how to solve client challenges within a senior leadership setting.

9. Communication: Is an outstanding communicator, skilled at messaging in both verbal and written form.

10. Teaching: Can demystify complex concepts for improving client executive understanding of them

People – How you get the best out of others.

11. Relationship-Building: Is exceptional at developing new relationships based on trust and confidence

12. Team-Building: Actively develops the capabilities of their team by leveraging the strengths and aptitudes of its individual members

13. Community-Building: Fosters an environment for sharing and developing ideas among their teams that can be used to extend market reach and industry influence

14. Coaching and Feedback: Is committed to providing advice and feedback to team members that enables improvement in individual performance

15. Diplomacy: Able to achieve desired outcomes through negotiation and tact

Presence – Your ability to generate respect and project confidence.

16. Executive Authority: Has exhibited Board and C Suite executive presence and is comfortable leading at that level of an organization

17. Results Influencing: Demonstrated ability of translating big ideas into differentiated product and service offerings

18. Market Presence: Highly credible and influential within the industry

19. Business Building: Track record of driving new net business into their organizations

20. Talent Development: Has the ability to attract, develop, retain and leverage superstar talent.

To close, my firm’s use of this diagnostic indicates that there is a high correlation between the archetype leadership attributes brought forward in the 4P Leadership Snapshot and success as a leader. While self-assessments can be skewed (some people tend to grade themselves uncompromisingly, while others are more apt to be soft graders when it comes to evaluating one’s own performance), this tool should still be able to help you to see what you do well and where you need some work. As always, if you’d like to some assistance in bringing this type of diagnostic to your organization, please reach out. And I’ll work with you on How to Become a Leader’s Leader

NOTE: This piece was originally published by Inc. on June 19, 2017.

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Jul 7, 2017

A Conversation About Its Good To Be King

Listen-in on a wonderful conversation that I had with Kevin Eikenberry about my latest book, Its Good To Be King and what it means to be a remarkable leader.

The Remarkable Leadership Podcast is a weekly podcast with Kevin Eikenberry, speaking to leadership experts and leaders in a wide range of industries around the world. Kevin hand-picks guests to help the audience see the world differently, lead more confidently and make a bigger difference for those they lead. Topics include leadership, teamwork, organizational culture, facilitating change, organizational learning, and human potential.

James M. Kerr is global chair of the consulting practices at N2Growth, a leadership advisory firm. For nearly 30 years, he has helped his clients re-imagine the way work is organized and performed. His latest book, It’s Good To Be King, is his fifth business title. Kerr is an expert in leadership, strategy, organizational design and cultural transformation.

He specializes in strategic planning, corporate transformation and organizational redesign. For over 25 years, Jim has forged a different type of consulting practice – one that does its engagements “with” its clients, instead of “to” them.

Whether helping larger organizations, like The Home Depot re-imagine its store operations, or advising smaller firms, like Blum Shapiro open up new markets, Jim has a reputation of making a difference.


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