Mark Caswell: Grit is earned in the hard times, not given
Grit is that ability to persevere through difficult situations.
Mark Caswell
Articles
Mark Caswell: Why it’s time to rethink ‘mic drop’ career transitions
I’ve been on both sides: the leader helping someone transition, and most recently, the person going through one.
Mark Caswell: How and why to implement a business operating system
A business operating system is a framework for running an entire business—everything from strategic planning to day-to-day operations.
Mark Caswell: Strive for work-life congruence instead of balance
I prefer the phrase “work-life congruence” because it puts “life” and “work” on the same team instead of pitting them against each other.
Mark Caswell: When and how to reorganize the right way
The best (and only) use case for a reorganization is to solve a specific business problem.
For data-driven leadership, start with transparency
It’s not enough to give people access to the data; they must also be able to make sense of it.
Why technology is a critical leadership ‘lever’
Today, every business leader needs to have the same level of acumen and usability with “technology” levers as with “people” and “process” levers.
Mark Caswell: Here’s how job rotation can improve retention
Rotation can’t be used as an excuse to shuffle mediocre performers around just because it’s easier than exiting them, or as a tactic to keep truly unhappy or poor culture fit employees from quitting for a few more months.
Mark Caswell: Generalists and specialists: Why we need both
Eventually, the business scales to the point where no single person can see everything happening (even the CEO), let alone be involved in it all. And a shift happens.
In the Workplace: How 2021 will impact business and leadership
The relentless drive to optimize created brittleness—single points of failure where one disruption could cause the entire business to collapse.
Mark Caswell: Creating ‘serendipitous’ moments remotely
In some ways, remote work has made communication feel less “human.” Conversations are more like transactions when every interaction is formal, scheduled and agenda-driven.
In the workplace: Successful mergers require a new ‘we’
We are hearing stories every day of new M&A activity, accelerating valuations and increasing deal flow.
In the workplace: Why a brand needs to reflect the employees
Little attention, if any, is paid to whether the brand resonates with the people inside the organization.
Mark Caswell: Why it’s important to develop deep relationships at work
Our work relationships aren’t and shouldn’t be transactional. All relationships are human relationships.