Executive Letters


Welcome to the the VIM Blog.

  • When the Leader Escapes

    The point is that whether the executive dives into a bottle or believes that his or her constant boorish sexual innuendos (or worse) are funny or the executive who gambles away each paycheck on an on-line poker site are escaping the stressful aspects of their lives.

  • Learning Patience in a Cyber World

    Interestingly, once an executive learns to be more patient, mindful, responsive and authentic, he or she takes no longer to make a decision than the executive who improperly reacts to challenges. Even if the executive jumps quickly in reaction, it is almost a certainty that sooner or later the reaction will cost the organization time, money and a “human toll” that may take months or years to correct.

  • Change is Good, Arrogance Isn't

    Experience has consistently shown us that the most effective leaders and managers are those who view themselves as becoming more authentic, responsive and compassionate in their roles in corporations and organizations. Those who want no part of self-reflection and becoming more aware of those around them, consistently have the most difficulty in being effective in the workplace.

  • Rushing the Weeks, Not Enjoying the Minutes

    When we make it “just” through enough of the difficult days, week in and week out, we find ourselves looking into mirrors and asking ourselves where the time has gone. Indeed, where our work lives have gone. It can be a sad and rude awakening.

  • The Leader Who Felt Too Much

    The point is that our co-workers are often like our neighbors. When we move into a building or to a new house, we pretty much take what we get. Some neighbors are great, some are dripping with gossip and meanness and others just keep to themselves. Only very rarely do best friends join the same company, advance together, nurture and support each other.

  • When the Executive is Surrounded by Sharks

    When the Executive is Surrounded by Sharks

    The analogies abound; sharks in the water, gathering clouds, rough seas, a million fires to put or most anything else that can be imagined, reference the impending sense of defeat. It is a crushing sense of going under and being overwhelmed. If you have never experienced this feeling in your work or even personal life, then congratulations, you are one of the lucky few. It is almost a guarantee that the higher you advance in your work life, the more likely these feelings will come to you – and at you.

  • How the Executive Leader Made Out in the NFL Draft

    How the Executive Leader Made Out in the NFL Draft

    However, for most of us, when we seek a position we approach companies or associations and not the other way around. Therein lies the basic problem for any executive leader. When an executive leader joins an organization or assumes management of a new department or section or branch, she or he has a well-established team in place. Though an inefficient or sub-par employee can be fired or replaced, the process is not like drafting one athlete and trading away another athlete.

  • The Executive Leader in Free Fall

    The Executive Leader in Free Fall

    The executive was distraught. He had taken the afternoon off in part, to collect his thoughts. He told me he “saw the end in sight.” Thank goodness he was not referring to his health, but to his career. His company was going “belly-up.” He had given them close to 15 years which in this day and age was impressive. To make matters worse, his industry was dying. He was a man with huge responsibilities. He had no idea what he was going to do.

  • We are Aware of The Problem

    We are Aware of The Problem

    When leadership or personnel problems occur in a corporate or entrepreneurial organization, almost always someone, some manager or some department is acutely aware that something is wrong. The deeper issue is not that people within the organization were clueless as to whether a problem existed, but why nothing was done.

  • Nurturing Executive Development is a Heartfelt Decision

    Nurturing Executive Development is a Heartfelt Decision

    Ironically, we are living in an age where customers, whether industrial, service-oriented or consumers are demanding more of organizations, not less. Though many organizations view customers through a digital lens, consumers are not computers but people. People are using computers, true enough, but they have the platforms to rate, to comment, to recommend or critique inadequate performance or experiences.

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