
George Bradt
Contributor at Forbes
Executive onboarding expert, helping new leaders and their teams get done in 100 days what normally takes 6-12 months with BRAVE leadership.
Articles
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1 week ago |
forbes.com | George Bradt
Investment cases include far more than just an analysis of return on investment. At best, they are fully-fleshed out value equations, considering the benefits and costs that matter most to investors of financial resources, reputation, and time and attention. Keep this in mind in any change management effort.
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2 weeks ago |
forbes.com | George Bradt
Insular cultures produce groupthink, don’t evolve as fast as others, and thus pose an existential threat to organizations. Instead, think and lead from the outside-in to ensure your culture and organization continue to evolve and thrive. GroupthinkIrving Janis explained that groupthink happens when group pressures and a drive for unanimity suppress dissent and critical evaluation. One example is the disastrous decision to launch the space shuttle Challenger, reenacted for this video.
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2 weeks ago |
forbes.com | George Bradt
40% of new leaders get fired, forced out, or quit within their first 18 months because they fail to fit, deliver, or adjust to changes down the road. The main problems through the seven stages of executive onboarding can be solved by thinking marketing, selling, buying, getting a head start, converging, evolving, and adjusting – in that order. Shame on you if you don’t leverage Artificial Intelligence (AI) at every stage to do those better.
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3 weeks ago |
forbes.com | George Bradt
40% of new leaders get fired, forced out, or quit within their first 18 months because they fail to fit, deliver, or adjust to changes down the road. The main problems through the seven stages of executive onboarding can be solved by thinking marketing, selling, buying, getting a head start, converging, evolving, and adjusting – in that order. Shame on you if you don’t leverage Artificial Intelligence (AI) at every stage to do those better.
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3 weeks ago |
forbesjapan.com | George Bradt
トップ ビジネス CEOs 新CEOの4割が就任1年半以内につまずく、アップルとグーグルに学ぶ事業継承のコツ 組織を率いるポジションに就いた人の4割は、就任から1年半以内につまずいている。適任でなかったり、結果が伴わなかったり、あるいは来るべき変化への適応能力が低かったりするためだ。その職にうまくフィットするかどうかのリスクは、創業者から最高経営責任者(CEO)職を引き継ぐ場合で特に顕著だ。創業者のレガシー(遺産)を軽視したり主要な関係者を疎外したりする人、関係構築を怠ったりあまりに性急に動いたりする人は必ず失敗する。 フォーカスすることと信頼の構築に重点を置いたエグゼクティブ・オンボーディングの7つの段階を経ると成功への道が開かれる。戦略的に進化する体制を整えられるよう、組織の使命とカルチャーにフォーカスするといい。そして持続する信頼を得られるよう、誠実さと敬意を何より大事にしたい。 組織の使命とカルチャーにフォーカスする...
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