Get the Juice
Video interview with Sarah McGill on how to build capabilities to manage well in a crisis
The Australian transport operations of a multi-national primary industries company was underperforming.
After years of placing among the “best of boutique investment banks”, a finance company was ready to rebrand themselves as a serious player in the investment banking market.
A global enterprise software firm was in the middle of company-wide restructuring.
After several years of more than 60% annual growth, a life science company was at a critical point.
It’s become almost a truism that executives rarely focus their energy on what’s most important for their business. This often occurs within the area of strategic thinking.
Lime’s recent tweet on an old Tony Schwartz article-“The 90 minute solution: live like a sprinter”-encouraged me to do a little research of my own. Try out this method and see what it does for you!
I recently rediscovered an article written by Clayton M. Christensen in August 2010 about what it takes to live a successful and happy life. Good news... as long as you are OK with hard work.
Being a leader is not easy. Regardless of the health of your bank account, if you're leading people what you DO is even more important than what you say; and that's a tough gig.
After 10 years of work, Keller and Price have at the very least provided strong evidence for what Lime advocates on a daily basis - the need for leaders to give adequate attention to the soft stuff if performance is to be improved and sustained.