Nancy Drozdow
What keeps us from discussing difficult issues? Often it's our fear of what will be said. This article tells you how to move from paralysis to a productive dialogue. Published in Family Business Magazine, Summer 2011 view »
Nancy Drozdow
Published in "Family Business Review," Vol. 11(4), December 1998, pages 337 -- 347. view »
Debbie Bing
The article looks at using negotiation as a technique to help you integrate personal interests with business needs. Family Business Magazine, Autumn 2008 view »
CFAR Inc.
This piece talks about Family Offices, Businesses, and Foundations and gives a case example of work CFAR has done with each. view »
CFAR Inc.
This piece talks about the problems faced by family-owned sports teams and the ways in which CFAR can help them. view »
CFAR Inc.
All businesses face risk. However, leaders in owner-led and family firms must deal with a complex web of factors that, if not well managed, multiply their economic risk. This one page piece looks at what makes family businesses unique and how CFAR works with them. Examples of some client stories are included. view »
CFAR Inc.
CFAR's coaching process has three-stages: reappreciate, rethink and realign. This paper examines each of these stages and details CFAR's unique approach to working with family businesses. view »
Thomas Gilmore
Selection from Chapter 2 in Making a Leadership Change: How Organizations and Leaders Can Handle Leadership Transitions Successfully. New York: Authors Choice Press, 2003, pp. 15 - 17. view »
Thomas Gilmore

Chapter 5 in "Making a Leadership Change: How Organizations and Leaders Can Handle Leadership Transitions Successfully". New York: Authors Choice Press, 2003, pp. 55 - 70.

 view »
Thomas Gilmore

Chapter 9 in "Making a Leadership Change: How Organizations and Leaders Can Handle Leadership Transitions Successfully". New York: Authors Choice Press, 2003, pp. 128 - 145.

 view »
Thomas Gilmore
Chapter 15 in Making a Leadership Change: How Organizations and Leaders Can Handle Leadership Transitions Successfully. New York: Authors Choice Press, 2003, pp. 246 -- 255. view »
Thomas Gilmore
Chapter 12 in Making a Leadership Change: How Organizations and Leaders Can Handle Leadership Transitions Successfully. New York: Authors Choice Press, 2003, pp. 185 -- 209. view »
Thomas Gilmore
Presented at International Society for the Psychoanalytic Study of Organizations Symposium, Boston, June 2003 view »
Jessica Geiben Lynn
This article examines the case of Jim Wagner who was named interim president of Case Western Reserve University when the previous president resigned suddenly. A list of the characteristics of a successful interim president, based on his experience and on the stories of other interim leaders is included. view »
Thomas Gilmore
This article is based on a presentation made at the 6th Annual Nursing Economic Conference, October 28, 1989 and appeared in Nursing Economic, Volume 8, Number 3, May-June 1990. More information on the journal can be found at www.nursingeconomics.net view »
Nancy Drozdow
Nancy Drozdow recounts her role in the early days of the Family Firm Institute. Published on the Family Firm Institute website, June 2006. view »
CFAR Inc.
Below are some small “L” leadership skills that can help with transitions at many levels: a new colleague joining a work group, a new unit leader, or even the CEO of the enterprise. view »
CFAR Inc.
This paper offers some advice for the early stages of one’s presidency, especially on ways to leverage scarce time. This note does not address directly the critical issues of developing and communicating key values, vision and priorities, but rather ways of connecting to the institution to give you the intelligence to do so. view »
CFAR Inc.
This briefing note outlines the challenges inherent in following a founder. view »
CFAR Inc.
Upon your appointment, everyone needs to see you yesterday and often they and observers will over interpret the meaning of the order in which you attend to various constituencies. This note offers some advice for the early stages of one’s leadership especially on ways to leverage one’s scarce time. view »
CFAR Inc.
Top teams sit on the boundary between a fast-changing wider world and a complex internal organization. We know that any two-person relationship under stress will often "triangle" in a third party. This briefing note looks at some approaches to dealing with triangles. view »
CFAR Inc.
This note gives suggestions for current staff that are thinking through how to best relate to a new leader during the period before and immediately after his/her arrival. view »
CFAR Inc.
The following note offers an overview of the challenges of sequencing these intertwined issues, and the imperative that they be thought of in a woven, recursive way across time rather than a simplistic, linear sequence. view »
CFAR Inc.
This briefing note examines key principles of successful action learning projects. view »
BY INDUSTRY
or
BY ISSUE

Start the Dialog

By submitting this form, you accept the Mollom privacy policy.