The Lazy CEO Podcast Jim Schleckser

In this episode of "The Lazy CEO Podcast," host Jim Schleckser explores the complex and often misunderstood world of strategic thinking and execution. He begins by highlighting the sobering statistic that over 50% of strategies fail due to poor execution or deployment. Schleckser emphasizes that strategic planning and execution should not be viewed as separate processes but as a unified one, drawing on insights from thinker Henry Mintzberg.
Schleckser argues for the effectiveness of small, strategic teams in organizational planning, suggesting that the ideal group size is around 5 to 9 people. He stresses the importance of including team members who are deeply connected to market conditions and internal capabilities rather than just those with high-ranking titles. He advocates for system thinkers who can understand complex interdependencies within the organization and the broader market.

In this episode of "The Lazy CEO Podcast," host Jim Schleckser speaks with Allison Shapira, a former opera singer who now specializes in improving communication styles, particularly public speaking. Though not the founder, she has been involved with the nonprofit Vital Voices Global Partnership. The podcast delves into the universal fear of public speaking, its evolutionary roots, and how public speaking is an opportunity for collaborative leadership.
Shapira emphasizes the importance of identifying one's purpose before speaking, whether it's in a meeting, a pitch, or a presentation. This sense of purpose will inform how leaders communicate with their team and other stakeholders. She advocates for consistent messaging that is authentic and inclusive, focusing on the outcome desired from the communication.

In this episode of The Lazy CEO Podcast, host Jim Schleckser introduces Eric McNulty, an expert on leadership in crisis situations. McNulty, who is the Associate Director of the National Preparedness Leadership Initiative at Harvard University, discusses the importance of understanding energy systems in the workplace and how decisions impact both employees and the broader environment. He emphasizes the power of empowering every level of an organization to create meaningful work experiences.
McNulty shares his personal connection to crisis leadership, which began unexpectedly due to a near-miss experience during the 9/11 attacks and continued with a career shift during the economic downturn of 2008. His work focuses on preparing leaders for high-stakes environments where quick, effective decision-making is crucial. He contrasts average operational leadership with crisis leadership, describing the latter as requiring a higher level of performance, akin to competing in the Olympics. According to McNulty, successful crisis leaders maintain calm, gain perspective quickly, and guide their teams effectively through emergencies.

The podcast episode features an interview with Bill Simmons, the founder of Thrive Business Operations, discussing fractional CXO roles. The host introduces the concept of fractional CXOs, such as CFOs, CMOs, and Chief Revenue Officers, which are hired for specific needs or to fill critical positions temporarily. Bill Simmons explains how his company provides operational support for businesses through fractional CXOs, helping them navigate challenges and improve operational excellence.
They discuss scenarios where businesses might consider hiring fractional executives, such as when a company's growth outpaces its operational capacity or when there's a need for strategic guidance and execution. Simmons emphasizes the value of fractional executives in bridging the gap between vision and execution and highlights the cost-effectiveness and expertise they bring compared to full-time hires.
The interview explores the role of fractional executives in driving strategic outcomes and the importance of clear deliverables and accountability in their engagements. Overall, the conversation offers insights into the benefits and considerations of leveraging fractional CXOs for business growth and operational efficiency.

In this episode of The Lazy CEO Podcast, host Jim Schleckser interviews Doug Conant, a seasoned leader with over 40 years of experience, including roles such as Former CEO of Campbell’s Soup, on the Power of People in Achieving Results. Conant shares insights on leadership and teamwork in large organizations. He emphasizes the importance of recognizing the power of the organization over individual contributions and discusses the pivotal role of community and engagement in achieving productivity and fulfillment.
Conant reflects on being fired from a job, highlighting the transformative experience it was for him and the realization of the significance of working with others. He discusses the challenge of leaders who struggle to accept help from their teams due to a belief in their own talent, stressing the importance of cultivating a team-centric mindset.

In this podcast episode, host Jim Schleckser speaks with guest, Sheila Heen, who is an expert in difficult conversations and feedback. Heen co-founded the Triad Consulting Group and has extensive experience in negotiation, including at Harvard Law School. She discusses her journey into this field and the importance of understanding emotions in communication.
Heen emphasizes the need to go beyond surface conversations and delve into the underlying thoughts and feelings in difficult interactions. She introduces three internal conversations: the "what happened" conversation, focused on narratives about past, present, and future events; the emotional conversation, addressing how individuals deal with their feelings; and the identity conversation, concerning what the situation reflects about one's self-image.
The discussion highlights the importance of shifting from blaming individuals to understanding contributions to problems within a system. Heen suggests focusing on learning from mistakes rather than assigning blame, fostering a culture where feedback is seen as an opportunity for growth. The episode underscores the significance of systems thinking in addressing organizational issues and promoting effective communication and accountability among team members.