No Dumbing Down

Karen discusses the performance checklist for timely and relevant reviews.

Karen discusses the gap between our intentions and our behaviors. How to set smart goals for your company.

Where do you intend to go as a corporation? What are your realistic long term goals? How do you make your market segment broad enough for your exit strategy?

LAYING THE TRACKS: Move in a direction that following the tracks. If the tracks are strong, we can build and reduce the possibility of not jumping the tracks. Make sure your moving along the lines that are Directionally correct.

Fearful or Flourishing? Choose your method of accountability wisely – it will impact the outcome.

Which option is your organization capable of doing?Have insights that you implement. Put things on your calendar that will implement that action. One thing that you will do differently after listening to this podcast. Don’t miss the value from the growth gap. Hold yourself accountable for closing the growth gap.

Holding your feet to the Fire No discipline of accountability in an organization. Create a disciple for follow thru Clear success criteria: line of sight Measure and Reward Master the Art of Leverage: highest and best use of your time Ask questions about process Tell me one thing that makes this meeting effective and one that doesn’t ROI on the development of others Create time to do your most important things Time and energy are finite resources Do less, accomplish more Archimedes quotes with awareness and action; you can close your growth gap and change the world.

Avoid the Abundance Trap: Framework for saying NO What not to doClarity: avoid the shiny new things. Resolve your conflicts. Prioritize your opportunities Align your stars: Get your hands rowing in sync and in one direction. M+A: avoid the M+D merge and destroyHow to make the deal work.Clear goals, prioritization and rewarding the behaviors you want.

Creating Time to Think: Archimedes 200 BC / Eureka Away from the urgent and into the important If you don’t create time to think, nobody else will No new input: synthesize What would you do if you knew you couldn’t fail? Drop constraints Allowing yourself to think big has not downside and a lot of upside

History of CompaqLead into your potential. Vibrancy.WHERE ARE YOUR GAPS TODAY?The actions that you take and the result for the company. Operating efficiently. What is the Growth Gap: Space between where you are today and your potential. Sustaining growth creates gaps. Work differently, not harder. Growth Gap Framework / reach your potential for yourself and your organization. Create Time to Think Avoid the Abundance Trap Align your Stars Hold your Feet to the Fire Mastering the Art of Leverage

Creating internal strategies to drive and support your external growth. Karen discusses the fine line between too much change and stagnation. We must have change!

Creating internal strategies to drive and support your external growth. Karen discusses the reasons smart CEOs need support in order to decrease the likelihood of blind spots in their business.

Creating internal strategies to drive and support your external growth. Karen discusses the meaning of the name of her company. What is it that makes a really strong team and productive relationships?

Creating internal strategies to drive and support your external growth. Karen discusses the formulation of strategy that works for your specific needs.

Creating internal strategies to drive and support your external growth. Karen discusses the value and necessity of creating time to think.

Creating internal strategies to drive and support your external growth. Karen discusses the comparison of playing Whack a Mole: going from mole to mole, problem to problem, issue to issue, and how this relates to your ordinary day?

Karen notes the differences between successful M&A efforts, and those that destroy the value that you have acquired.

Karen shares work she’s done with senior leaders to expand their personal capacity – by developing the next generation of leadership.

Karen outlines the core principles behind the No Dumbing Down concept.

Are you a single point of failure in your organization? Karen discusses the implications, and how to mitigate the risks.

Karen discusses the value of ambiguity, and of dealing with it effectively.

Karen explains seven different decision making methods and the advantages and disadvantages of each.

Karen discusses the importance of setting up the system for success so that differences can be accepted.

Karen explains why conflict is healthy for your organization and the importance of all voices being heard. 

Internal cooperation, not competition, is a winning strategy.

Karen uncovers the power of leveraging your sales team’s knowledge.

Karen explains the importance of continuing to learn and grow in areas of strength.

In this podcast Karen warns of the risks involved when a company grows too rapidly.

Karen shares five primary strategies to achieve optimized growth and profitability in your organization.· No Dumbing Down· Double Back· Be a Utility· Play Bumper Cars· Learn to Levitate

Karen explains the concepts of internal and external strategies.

Karen shares an example of a growth company that failed due to the mistakes they made, deviating from the behaviors that made them great.

Karen explains how to avoid being mired in bureaucracy by focusing on alignment.

Karen discusses the essential questions that must be answered to ensure that everyone is consistently aligned.

Karen discusses creating internal strategies to support external growth.

Karen shares the one process that will keep you from getting in your own way.

Karen explains why you shouldn’t blindly follow the leader.

Karen talks about the importance of passing the relationship baton as you grow.

Karen reveals five important areas of focus to achieve your best year ever.

Karen explains why it’s important to do things for yourself as well as others.

Life isn’t about balance - Karen shares five areas for integration in your life.

Karen discusses how our addiction to the urgent creates problems.