The 7 Habits of Spectaculary Unsuccesful Executives

From Forbes

1) They see themselves and their companies dominating their environment (warning sign: a lack of respect)

2) They identify so completely with the company/corporation that there is no clear boundary between their personal interests and their corporation's interest (warning sign: questions of character)

3) They think they have all the answers (warning sign: no followers)

4) They ruthlessly eliminate anyone who is not completely behind them (warning sign: executive departures/churn)

5) They are consumate spokepersons, obsessed with the company image (warning sign: blatant attention seeking)

6) They under-estimate obstacles (warning sign: excessive hype)

7) They stubbornly rely on what worked for them in the past (warning sign: constantly referring to what worked in the past)

The assessment of strategic depth

One of the required traits for a senior leader is an ability to craft and execute strategy. In his book Good Strategy, Bad Strategy, Richard Rumelt describes how the task of the corporate leader is closely linked to the design and execution of good strategy. Strategy in his view is not a goal or a wish, but the outcome of an in-depth and straightforward appraisal of the problems and the challenges of a company, a process that culminates in where, why and how a series of actions should be taken. The result of such appraisal inevitably leads to a choice of specific action and focus that excludes alternatives and allocates resources to the action underlying strategic execution.

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Tim Cook and the rise of the Chief Supply Chain Officer ?

In a recent WMS Software Advice blog post "Consumer-Driven Technology Creates the Need for a C-Level Supplychain Focus", Michael Koploy argues that the raising importance of supply chain management merits the creation of a C-level position with Supply Chain responsibility, as supply chain management can make or brake a company in today's globalized interconnected economy. He took the example of how Tim Cook, with a background in manufacturing and supply chain management rose through the ranks at IBM, Compaq and Apple to become CEO of the worlds most valuable company. Michael wrote me a mail to ask if I could share my thoughts on his article.

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Recruiting and Astrology ?

A few weeks ago I had the pleasure to dine in Athens in the company the HR director of one of the larger Greek Technology companies. She confided she planned to leave, and was considering other employment alternatives. The reason behind her decision to leave was a peculiar request from an executive belonging to the company they just merged with.

This senior director pointed to the staple of CV's of Senior SW Developers she was reviewing on her desk, requesting her to select only people with Virgo and Leo zodiac signs so he could "achieve team coherence". I thought she was joking, but the look in her eyes confirmed this effectively happened. 

5 years in this business and I assumed to have heard and seen it all. Obviously I did not.

Outsourcing recruitment for dysfunctional hiring

During 2010 I worked with a multinational technology client filling several critical roles across Europe, varying in seniority from Account Managers to Senior EMEA Directors. The firm was growing ferociously fast, and needed to fill close to 200 positions across EMEA. This company has a highly visible brand, and is proud to have been nominated one of the best companies to work for by Fortune magazine some time ago.

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