George Bradt

Connecticut

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.

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Articles

Cultural, Strategic, Operational, Tactical, And Crisis Leadership

1 week ago | forbes.com | George Bradt

Front line supervisorgetty Leadership is about inspiring, enabling and empowering others to do their absolute best together to realize a meaningful and rewarding shared purpose. Nesting within that, CEOs, senior leaders, middle managers, and frontline supervisors should focus on cultural, strategic, operational, and tactical leadership respectively, with all-in during a crisis. Leadership modesBradt Cultural LeadershipUltimately, culture is the only sustainable competitive advantage.
How High Concepts Can Guide Culture, Strategy, And Tactics

2 weeks ago | forbes.com | George Bradt

Complete Artists - Walnut Hill School of The ArtsBoston Globe via Getty Images Cultural, strategic, and tactical leadership nest. The most effective CEOs leverage simple statements of who the organization is and what it stands for – high concepts – to guide how everyone thinks and acts culturally, strategically and tactically. Two high concepts stopped me in my tracks last week with their simplicity and elegance.
The Case For Using More And More Complete Investment Cases

3 weeks 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.
Think And Lead Outside-In To Counter Groupthink And Insular Cultures

1 month 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.
Leveraging AI Across The 7 Stages Of Executive Onboarding

1 month 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.
Leveraging AI Across The Seven Stages Of Executive Onboarding

1 month 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.
Forbes JAPAN 公式サイト（フォーブスジャパン）

1 month 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...
Aprenda com Apple e Google: Como CEOs Podem Suceder os Fundadores

1 month ago | forbes.com.br | George Bradt

Cerca de 40% dos novos líderes fracassam nos primeiros 18 meses de trabalho devido à falta de alinhamento, desempenho insatisfatório ou dificuldade em se adaptar às mudanças, segundo dados do CCL (Center for Creative Leadership), organização global sem fins lucrativos dedicada ao desenvolvimento de lideranças. Esse risco é ainda maior para CEOs que assumem o cargo após os fundadores.
Learning From Apple And Google How CEOs Can Best Follow Founders

1 month ago | forbes.com | George Bradt

40% of new leaders fail in their first 18 months because of poor fit, poor delivery, or a poor ability to adjust to changes down the road. The fit risk is especially strong for CEOs taking over from founders. Those that disregard the founder’s legacy, alienate key stakeholders, neglect relationship-building, or move too hastily are doomed to failure. Instead, the path to success goes through the seven stages of executive onboarding with a particular emphasis on focus and trust.
米海軍特殊部隊に学ぶ「最強チームのつくり方」なぜ有能なリーダーは他者を助けるのか？

1 month ago | forbesjapan.com | George Bradt

チームの力を増幅させるタイプのリーダーは、文化、戦略、戦術のレベルにおいて、チームの能力や目標達成力、士気を向上させる。このようなチームでは、メンバーそれぞれが単独で仕事をするよりも、チームとして仕事をする方が、優れたパフォーマンスを発揮する。最も高いレベルになると、こうしたチームは他のチームの能力や目標達成力、士気までも向上させるようになる。他のチームを含む全体を1つの組織としてとらえ、コミュニケーションを取り、機能するからだ。このような効果は、ある次元では「スキルズ・プラスマイナス」（Skills Plus Minus：バスケットボールにおいてコート上の相乗効果を評価するための枠組み）と、その枠組みで分析されるようなチームの力と同様と考えられる。つまり、チームメンバーの態度や人間関係、行動の要素において、互いが互いを補完することで生まれる力のことだ。しかし全く別の次元、とりわけ組織全体を構築する場合においては、そうした枠組みには適切なリーダーが必要となる。書籍『米海軍特殊部隊（ネイビー・シールズ）伝説の指揮官に学ぶ...