Richard Stanger is the CEO of StangerCarlson. He is a business strategist, executive coach and advisor to senior leaders. His passion is working with leaders of professional services firms in developing and implementing their business strategies. Richard has more than 25 years of hands-on leadership experience at recognized accounting and advisory firms.
It was an early summer evening, and I was sitting in a taxicab on my way to Lincoln Center. As predicted, heavy storm clouds were gathering, and the soft din of thunder was rumbling in the distance. Heavy rain was in the forecast, but so far the roads were dry. We were traveling south on…
Last weekend I was walking along the Hudson River behind a family of four — two adults and their children, a boy and a girl that I would guess were ages 8 and 6, respectively. The father, named Steve, was talking to his wife while the boy was walking at her side in an absent-minded,…
Some of the more interesting conversations I’d had with clients in recent years have concerned how much weight quantifiable results and demonstrated competencies should respectively be given in measuring leaders’ performance. The prevalent practices in this area for companies of all sizes and industries range from results/competencies weightings of 100%/0% to 50%/50%. Not surprisingly, the…
On a recent, gorgeous spring day, I was eating a sandwich for lunch on a park bench when a well-dressed businesswoman sat down next to me. She smiled, acknowledged the great weather and asked what I did. I introduced myself and explained that we are strategic leadership advisers. “Funny,” she then said, “that is exactly…
For decades, companies have flip-flopped on the issue of 360 feedback. Some do it a few times then drop it. Others use it only as part of targeted developmental programs and still others just don’t believe in it. The one area of near consensus is to use 360 feedback for developmental rather than evaluation purposes.…
I’ve written several blogs on the importance of developing behavioral profiles of high performing incumbent leaders. The focus of these pieces has been the value of using behavioral assessments to identify future leaders and then training these succession candidates through simulation workshops reinforced by targeted coaching. What about using these profiles to help hire better…
We’ve been stressing the importance of collaboration as a core team competency. Often this competency can seem elusive, even after it’s stressed as a key team operational principle. Here’s a recent example. A team of investors was drawing on its research analysts to support its work. Some of these extended team members collaborated easily with…
I was recently talking to a senior executive of a not-for-profit organization who was expressing frustration over the lack of good performance measures for members of his staff who engage in helping clients fulfill their grant obligations. Some staff members have as few as 15 clients while others have as many as 60 clients. And…
For a change of pace, I’m going to ask you to engage in a short exercise that I learned on the first day of my coaching training at Columbia University. Look at the following list of words, then read them aloud slowly and clearly letting the impact of each word sink in as you proceed:…
We all hear the message: “Don’t think work/life balance, think work/life integration.” This is interpreted to mean that you need to be available 24/7 to do what’s required for work, feathering personal activities between work priorities. At least this has become the expectation. And the possibility of 24/7 connectivity ushered in by the internet and…