"The Plateau Effect: Getting From Stuck to Success" explores what causes people to "get used" to things and quit striving to max their potential and happiness. » Read More
GUEST AUTHOR BLOG by: Gregory P. Shea, PhD, and Cassie A. Solomon co-authors of,"Leading Successful Change: 8 Keys to Making Change Work."
Leading a major change effort in any organization, let alone a large and complex one, presents a first order challenge, often among the most difficult of any executive career. In fact, the numbers show that up to 75% of change efforts fail.
But the risk of failure gets even worse (and more expensive) when it comes to mergers and acquisitions.
(Read More: M&A 'Almost Necessary' Now: Santoli)
Guest Author Blog by Ray Fisman and Tim Sullivan, co-authors of "The Org: The Underlying Logic of the Office."
You may not know Laurence Peter's name, but you almost surely recognize his principle: "In a hierarchy, each employee tends to rise to his level of incompetence."
The idea struck a chord among America's managed masses. "The Peter Principle," a book-length treatment of Dr. Peter's theory of management, spent a year at or near the top of the New York Times bestseller list in 1967. It gave voice to the notion that workers' efforts to get their jobs done were constantly butting up against incompetent and meddling managers.
Not much has changed.
But we shouldn't hate managers. We should pity them instead.
(Read More: Risky Business: How to Manage Up)
Guest Author Blog by Lawrence Cunningham, co-author of "The AIG Story."
Beginning in the late 1960s, Hank Greenberg and a small group of international insurance executives revolutionized the insurance industry and laid the groundwork for globalization. They did this by building a business known for decades abroad as an American icon. In the past few years, the company has come to be seen in the United States as a villain: American International Group, Inc.
Greenberg and what he calls a "band of brothers"—Buck Freeman, Jimmy Manton, John Roberts, Ernie Stempel—built AIG by forging relationships with leaders in business and government worldwide, opening new international markets, investing in developing countries and recruiting the most dedicated workforce in business.
Stanley McChrystal, the retired four-star general who was the commanding officer of coalition forces in Afghanistan, offers battle-tested leadership lessons for the C-Suite in his long-awaited new book, "My Share of the Task: A Memoir."
It's not the story he thought he would tell – at least not now.
Over the course of a few years in the first decade of the 21st century, General David Petraeus and a small group of fellow soldier-scholars revolutionized one of the world's largest, oldest, and most hidebound institutions—the U.S. Army.
They did it through cunning and manipulation worthy of Machiavelli.
It also helped that the Army was undergoing its deepest crisis in a generation, caught in the Iraq war's quagmire. Petraeus & Co. offered a recipe for success; Washington was desperate enough to take a chance.