Charles Pfeffer

Executive Coaching & Leadership Consulting

Insights by Charles Pfeffer

A Context for Time Allocation (2 in a series of 6)

In my last post, I talked about reclaiming your sense of agency (ownership) for your schedule. This is the first step in developing what I call the Executive Work Portfolio. In this post, I will lay out the philosophy that underpins a system for managing energy and time. Inlater posts, I’ll go into more detail on how to set the system in motion. Managing your work portfolio starts with managing the context for your work. A context shapes whatever exists within it. For example, a meal in the context of a holiday is a celebration, or a ritual. In the… read more >

Balance (1 of 6 in the series)

One of the qualities of life which most CEOs crave is a sense of balance and control over their schedules. I commonly hear from C-level executives that their calendars are not their own. There is no doubt that the CEO role in a complex organization is demanding. However, it does not have to be overwhelming. Allowing our calendars to manage us, rather than insist that we manage the calendar, is a clear sign that we have lost our sense of balance. By the time a leader has reached the level of CEO, she is past the stage of being victimized by unwanted obligations or framing… read more >

Radical Self Responsibility

Years ago, I was consulting to a company with a 100 year history of monopoly power.  Monopoly makes efficiency a low priority. It also spawns a culture of entitlement.  There were layers of bureaucracy and little incentive for people to cooperate.  To create a basis for team work, cooperation and performance improvement, we had to find a way to create some expectations for self responsibility among team members.  In a workshop, we appealed to people sense of honor and challenged them with the following agreement. My Commitment I agree to be responsible for generating my own satisfaction in my employment with my company… read more >

A GAME WORTH PLAYING

Jack Welch, the former CEO of General Electric was on CNBC Squawkbox the other day talking about corporate leadership.  The interviewer asked whether CEO’s were worth the enormous salaries they get when compared to start-up founders who create a new technology or other innovation.  He said, “New technologies and innovations are enormously important,” implying that founders are worth their compensation.  Then he said something I did not expect.  He said, “The fundamentals of management don’t change.  You have to develop great people.  You have to build great teams.  And it should be fun!  Business used to be fun.  Managers have… read more >

Getting over ourselves

Our businesses are expressions of ourselves. They are the extensions of our talents and visions as well as our weaknesses and blind spots. We live and die in the large and small dramas of customers, employees, suppliers, regulators, bankers and business partners. We hope that the strategy we have created is clever enough to keep us viable in the harsh competitive environment in which we operate. At the same time we know that someone smarter, or younger or more hungry than we are is right now thinking up ways to displace us in the rapidly evolving ecosystem. We know we… read more >