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, 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.

the ceo magazine, business management,

Senior leaders spend most of their days solving problems and making decisions, the two critical functions that form the hinges of destiny. Each time you engage in either, you stand at a pivot—a turning point that will take you in directions that will contribute to your success or demise, and influence the lives of others.

Putting logic aside, too often we allow emotion to distract us as we settle for short-term emotional gains that often demand long-term payback. These ten kinds of decisions explain what makes a company flounder and founder:

the ceo magazine, top performers,

In today’s economy, ordinary just won’t work anymore. Now organizations increasingly depend on cutting-edge solutions to never-before-seen problems and clever ideas for those recurring headaches that have always plagued them. However, research indicates that only a handful of star performers create the vast majority of valuable ideas for their organizations.

the ceo magazine, leadership

We think of self-esteem, confidence, and mindset as an individual’s internal locus of power and control. These factors determine and guide a person’s beliefs, behaviors, and decisions—the combination explaining a person’s success.

When we discuss this concentration of perceptions in an organization, we use words like “brand” and “culture,” but we address the same issues. Whether speaking of one person’s view of the world or the aggregation of many people’s—especially senior leaders—we are really talking about mindsets—poverty or abundance mindsets.



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