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CEO Time Management

I think of Michael E. Porter as “the Harvard strategy guy. “ Porter’s research since the 1980s has influenced how a generation of CEOs define strategy and make strategic decisions. So I was curious to stumble on an article by Porter and Nitin Nohria in the summer issue of Harvard Business Review about how CEOs manage their time (Porter & Nohria, How CEOs Manage Time, HBR, July/August 2018, p. 42)

Porter and time management. Really?

Then I thought to myself duh, of course. When there never is enough time, how we use time is strategic. It is game-changingly important.

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LQ

I spent an electrifying day at the Future of Leadership Salon in Duesseldorf last week. 60 visionary corporate leaders and change agents, eager to create more human workplaces. 6 invited thought-leaders. I was one of the 6. We co-generated some sweet conversation.

Think future, and it’s tempting to fixate on AI and robots and a digitalized world. I spoke of love. Yes, love.

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World Cup 2018 Iceland
Rest in Peace

Yes, me too. The news of Anthony Bourdain’s suicide stopped me cold in my tracks. And it keeps reverberating.

Bourdain’s means of departure has deeply personal echoes for me. Thomas, my younger brother, also left this world by hanging himself. And I keep thinking of the impact Bourdain had on so many of us, via his writing and his tv series. Bourdain seemed to live the life many of us aspire to but don’t have the courage to “go for.” He seemed just a little bolder, a little more honest, a little more adventurous, a little more in the moment than the rest of us. He seemed to happily navigate on the edge.

We’ll never know what demons drove him to depart last week.

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Shattering Change

We’ve been there. Many of us too often.

Our employer announces a major organizational change. Seeking more efficiencies. Slashing resources. Merging business functions. Eliminating others. Right-sizing.

Sure, you believe in continuous improvement. But your first reaction is This sucksBig time. And it’s not just a thought. You get this steady pinch in the pit of your stomach. Your chest and shoulders feel tight and tense. Headaches at night. It doesn’t feel good.

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Starbucks Corporate Training

On Tuesday afternoon Starbucks will close its 8000 stores in the US to conduct a 4-hour unconscious bias training for its employees.

Hooray hooray.

I have watched the public discourse in response to this training with a sort of incredulous amazement. On social media. In major news publications like The Atlantic and The Washington Post. I am startled by the undercurrent of cynicism. 4 hours won’t make a difference. It’s corporate damage control. You don’t change anyone or anything in 4 hours. What if they don’t get it right?

Come on, people. Really? Any conversation that starts to move the unconscious into consciousness is worth having. Period. No matter how quick or how long it is.

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