C-Suite Intelligence

Even though they can be inspirational, motivational, and passionate, many Silicon Valley leaders lack the right performance-driven toolkit to achieve success in every economic environment. Rob Tarkoff, EVP of Oracle, joins Stephen Miles and Taylor Griffin to describe the kind of “ambidextrous” nature VCs look for in executives – the combination of a potential-driven mindset with the performance-driven aspects of bootstrapping and doing more with less.

Operating in highly complex and dynamic environments, the best CEOs maintain alignment with their teams by communicating frequently, collaborating effectively, and prioritizing routinely. Good process delivers good outcomes, say Stephen Miles and Taylor Griffin, and if you take the time to thoughtfully recalibrate and refocus teams with constant context, you can create a culture and environment where everyone can win together.

As layoffs hit the tech sector, Stephen Miles and Taylor Griffin discuss how companies need to pivot from potential to performance. We’ve seen valuations come down at a catastrophic level that nobody could have ever imagined, say Miles and Griffin. They explain how the sudden change redefines expectations for leaders, who may need to refocus their teams on their core business – that “original wicked idea” that got them there.

Unlocking performance inside an organization requires delivering real outcomes, not just a proliferation of activities, say Stephen Miles and Taylor Griffin.  This can prove difficult in our new multivariate and asynchronous operating environment. Miles and Griffin discuss how “executing for outcomes” can help refocus and reorient teams in turbulent, highly complex times.

There are three levels of leadership awareness that are critical for any leader, or aspiring leader: self-awareness (MeQ), one-to-one leadership (EmQ), and one-to-many leadership (SocQ), which includes the broader social context and environment. Taylor Griffin and Courtney Hamilton discuss why today’s “social economy” compels leaders to develop a more nuanced awareness toward various stakeholders and audiences, both within the company and without.

High-potential employees are easy to spot – they’re usually quick on the uptake, light on their feet, and have a high capacity for growth. Leaders are attracted to hiring people who they believe will grow into roles, however, they don’t always invest the proper training to get them there. Taylor Griffin and Courtney Hamilton discuss how leaders can ultimately build out a mosaic of talent across their team that’s going to meet the needs of the business today and the business of tomorrow.

Conversations around developing an effective executive presence tend to focus heavily on “leadership” but not enough on “followership.” Most executives are followers long before they are leaders. For Stephen Miles and Taylor Griffin, good followership requires understanding your own style and making sure it complements both your boss's and your teammates' styles. And that is critical to becoming a good leader.

Introvert or Extrovert; Thinker or Blinker – one is not better than the other when it comes to elevating your executive presence. Rather, it’s about mastering your personal leadership style to show up as the best version of yourself. Stephen Miles and Taylor Griffin explore the differences between these various styles and discuss how high-performing executives can add range to their style so they can better know themselves and show up appropriately and with confidence.

Many executives who have been working from home during Covid may need a wardrobe and executive appearance refresh. Yet the challenge for most leaders who receive feedback around their executive presence is that their sartorial style is fine. Stephen Miles and Taylor Griffin discuss how real executive presence extends far beyond dress, to the substance of executives’ contributions and their ability to both elevate and adapt their styles to new challenges, reporting relationships, and colleagues.

No matter where you work or whatever industry you are in, being best at the “people business” can help you succeed. When talent management is as critical to your company’s long-term goals as it is to your short-term bottom line, you need a team you can rely on, and one that can rely on you, too. Stephen Miles and Taylor Griffin explain steps leaders can take to set their people up for success.