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Terry McKenna
Kure Beach, NC
Helping organizations & individuals realize their potential
Interests: Beach, Travel, Working out, Reading, Personal Development, Pittsburgh Steelers
Recent Activity
The strategic intent of your strategy is to guide behavior. Continue reading
Leaders should treat strategy as a 2-step process. Step 1 is determining the right strategy. Step 2 is communicating it in a way that allows it to become part of the organizational vocabulary. Both steps are necessary. Unfortunately, many organizations stop at Step 1. Continue reading
Humility in the service of ambition is the most effective mindset for leaders who aspire to do big things in a world with huge unknowns. Continue reading
Organizations tend to assign people based on what they're already good at, not what they need to work on. That's a tension every organization must deal with in order to become more successful. Continue reading
In every organization, a significant percentage of people are working on the wrong things. The challenge is knowing which ones. Continue reading
The first rule of strategy is that how you think shapes how you compete. Continue reading
The most effective leaders listen first and speak last. Continue reading
You've heard the saying "Employees are our most valuable asset." For most executives these are just words they throw out there to make people feel good. While they may be accepted as true, few leaders alter their behavior or make decisions upon them. Continue reading
Employees won't suffer from decision paralysis as long as the strategic intent is clear. Continue reading
How would you want the leaders in your organization to answer this question: The single most important thing we must do tomorrows is? Continue reading
Extraordinary performance is as much about authentic emotion as it is about advanced engineering. Continue reading
As leaders, having the ability to be fully present and listen with an open mind is often the most powerful way to solve issues. Continue reading
It's far wiser to list opportunities on the first page and leave problems for the second page. Problems should not be discussed in management meetings until opportunities have been analyzed and properly dealt with. Continue reading
It takes far more energy and work to improve from incompetence to mediocrity than it takes to improve from first-rate performance to excellence. And yet most people, especially organizations, concentrate on making incompetent performers into mediocre ones. Energy, resources, and time should be invested towards making a competent person into... Continue reading
True character is revealed by what leaders do in difficult times. Continue reading
A noble and worthy goal is to create a culture that will outlast its leaders. Continue reading
You can't be special, distinctive, and exceptional in the marketplace unless you create something special, distinctive, and exceptional in the workplace. Continue reading
Does your organization have a "decision-making criteria?" How often do you evaluate and challenge it? Continue reading
Personality type tests do not predict outcomes such as job success and satisfaction. Therefore, weigh them accordingly. Continue reading
"Rest is not idleness, and to lie sometimes on the grass under the trees on a summer's day, listening to the murmur of water, or watching the clouds float across the blue sky, is by no means a waste of time." -John Lubbock Continue reading
Narrowing your focus increases both accountability and the engagement of your team. Remember, if everything is important then nothing is important! Continue reading
If we want to be good and feel good, we have to do good. There is no escaping this. Dive in when you hear the cry for help. Reach out when you see the need. Do kindness where you can. Otherwise you'll have to find a way to live with... Continue reading
If you're interested in changing the culture of your organization, your first step should be to look in the mirror and make sure you are setting the kind of behavioral example you want everyone else to follow. Continue reading
Does your company pay as much attention to psychology and emotion as it does technology and efficiency? * Continue reading
As a leader, it takes strength to let go. It takes faith and trust in subordinates, frontline leaders and their abilities. Most of all, it requires trust up and down the chain of command: trust that subordinates will do the right thing, and trust that superiors will support subordinates if... Continue reading