Linda Henman

Dr. Linda Henman is one of those rare experts who can say she’s a coach, consultant, speaker, and author. For more than 30 years, she has worked with Fortune 500 Companies and small businesses that want to think strategically, grow dramatically, promote intelligently, and compete successfully today and tomorrow. 

the ceo magazine, business management,

 The December 15th edition of People reported that the Discovery Channel had filmed adventurer Paul Rosolie being eaten alive by a giant anaconda on December 7th.  But the magazine went to press too soon; it didn’t happen.

With sterling intentions, Rosalie donned a high-tech carbon fiber suit with breathing and communications systems to allow him to tangle with the planet’s most effective predator. With the cameras rolling, Rosalie entered the fray with a commitment to success, but he couldn’t go through with it. The snake did the predictable: it attempted to crush the life out of Rosalie and swallow him. Everyone knew this would happen, but apparently Rosalie didn’t realize how much he’d hate it.

the ceo magazine, leadership

This year my clients have made enormous gains, some hiring top performers into key positions; others executing demanding strategies; everyone challenging the ordinary. But not everything happened seamlessly. Here’s what my clients taught me this year:

the ceo magazine, leadership

Espoused beliefs reflect those perceptions that an organization’s leaders consider “correct.” Over time, members of an organization learn that certain beliefs work to reduce uncertainty, so these beliefs gradually develop into an articulated set of norms and operational rules of behavior that serve as a guide for dealing with ambiguity or difficult events.  As new members join the organization, others influence them through education about these beliefs.

the ceo magazine, decision making

The culture of the U.S. Navy changed forever as the result of the scandal surrounding the 35th Annual Tailhook Association Symposium at the Las Vegas Hilton—a disgrace that involved the bad decisions of those who assaulted women at the 1991 symposium and of those engaged in the resulting investigations conducted by the Department of the Navy, the Inspector General of the Department of Defense, and the Armed Services Committee. Unintended consequences abounded: The small number of men guilty of assaulting women at the symposium escaped criminal prosecution; none of the accused officers was convicted at court-martial; and the careers of many innocents ended when they were either denied promotion or forced into premature retirement.

the ceo magazine, hiring

People frequently ask me about the advisability of testing sales people for pre-employment or succession planning. Don’t do it!

I discourage the practice for several reasons. First, the skill set of sales people differs from that of others in the organization. Certainly, the battery of tests I use would determine if a given sales professional has some of the requisite personality traits for success: high achievement drive, a willingness to overcome obstacles, a competitive attitude, an ability to bounce back from disappointment, and the talent for “reading” people and situations.

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Published by The 8020Strategy Group, the magazine is complementary to the highly successful CEO Show and brings highly focused topics in every issue that Entrepreneurs and Executive can readily benefit from in managing growth.