Congratulations Founding Vistage NYC Member Shelley Xia

February 4, 2016


Vistage Key Executive member Shelley Xia, Director of Global Business Development and Strategic Planning at Laufer Group International celebrates her five year anniversary. Shelley was member number two and a founding member of this group of high-performing senior executives that meet monthly to become even better leaders. For over 60 years, Laufer Group International has established a complete logistics and service platform that helps customers improve the way they handle their logistics.

Congratulations Shelley!

Founding Vistage Key Executive Member Adam Weiss

January 25, 2016


Adam Weiss, General Manager at Atlantic Business Products,  a 300+ employee corporation, supporting over 20,000 organizations, celebrates his five year anniversary with the Vistage NYC Key Executive Group.

Adam was member number one, making him the founding member of this group of results-driven direct reports to CEOs who get together monthly to enhance their leadership development.

Atlantic is an Office Technology and IT Solutions company (VAR) providing horizontal niche market services to small and large corporations in the New York City metropolitan area, and the Greater Philadelphia and Delaware Valley.

Congratulations Adam!

How To Resolve Any Issue in Less Than Five Minutes

April 23, 2013

This is a very funny video where Bob Newhart demonstrates a sure fire method to resolve any issue in less than five minutes. You won’t want to miss it!

46% of Newly Hired Employees will Fail within 18 Months

November 13, 2012

According to a groundbreaking three-year study of over 5,000 managers who hired over 20,000 employees, “46% of newly hired employees will fail within 18 months.”

Interestingly, the number one reason employees failed was their inability to accept and implement feedback from their boss and colleagues. Stage 2 and 3 are not good at accepting feedback. Stage 4 seeks feedback.

What can you do?

Here is the study and some great interview questions and other things you can do to prevent this from happening in the future.

Can Core Values Help You Through a Crisis? Vistage Members Prove They Do.

November 2, 2012

One of the topics I talk about in my workshop on Tribal Leadership: Because Culture Eats Strategy for Breakfast is core values. Professor Warren Bennis says that leadership is born in crucible moments. In the aftermath of Hurricane Sandy, leaders are showing up.

Vistage members Michael and Sheril Feldman run a family-owned business, David Feldman Worldwide, that provides court reporting services. For the past several years, they have been working on creating a culture that is based on their #1 core value, Create a Caring Family Culture.

Michael shared “This crisis has been an AMAZING opportunity to see DFW’s # 1 core value, Create a Caring Family Culture, in action.  I am very proud of the below quotes, all of which came this week as all DFW’ers have been in constant communication with each other and incredibly supportive, and you should be proud as well for helping me understand the importance and power in having clarity of our values.  Thank you.”

I have to say, the culture we have at DFW really gives me this desire to come through for the company, and it makes me happy to know that because I have internet and power, I can make even a small difference in the productivity of the company.”


It is very apparent that you, Sheril and your dad have succeeded in creating a wonderful, warm and caring DFW family!  A job very well done Mike.  :)


It is in times like this that leaders have the opportunity to show up and demonstrate what they are committed to.

Michael was in Staten Island on Saturday and The Rockaways on Sunday to help out with the relief efforts. Today, he is bringing several employees from his company to volunteer. This is when actions speak louder than words.

“Recent research has led us to conclude that one of the most reliable indicators and predictors of true leadership is an individual’s ability to find meaning in negative events and to learn from even the most trying circumstances. Put another way, the skills required to conquer adversity and emerge stronger and more committed than ever are the same ones that make for extraordinary leaders.”

–Warren Bennis & Robert Thomas (Harvard Business Review 2002)

The Oil Change: A Tool for Tribal Leadership Stage 4 Teams

October 29, 2012

Many times, teams or triads get stuck. Results aren’t occurring; people aren’t doing what they promised, and resentment amongst the team members happens.

In the book,  Tribal Leadership: Leveraging Natural Groups to Build a Thriving Organization, by Dave Logan, John King, and Halee Fischer-Wright, on page 178-179, the authors provide a tool, that they named an “Oil Change.” It is very simple to use and we recommend that a triad use it at least once every 90 days.

It consists of three questions:

  1. What is working well?
  2. What is not working well?
  3. What can the team (triad) do to make the things that are not working well, work?

How can utilizing this oil change help your triad?

IBM CEO Study Concludes: Outperformers are at Tribal Leadership Stage Four

September 22, 2012

IBM conducted more than 1,700 in-depth, face-to-face interviews with CEOs, general managers and senior public sector leaders from around the globe. This 2012 CEO Study, the largest of its type ever undertaken, explores how CEOs are responding to the complexity of increasingly interconnected organizations, markets, societies and governments.

One key finding: “CEOs believe their organizations will be impacted more by the pressure to be open than the need to control.

In our Tribal Leadership research (a 12 year study of over 24,000 people published as the book, Tribal Leadership: Leveraging Natural Groups to Build a Thriving Organization) we would categorize this type of culture as Stage Four. And the way to move to Stage Four is by giving up control.

So, it does not surprise me to see that this study found that this emphasis on openness is 30% higher among outperformers.

The other hallmarks of a Stage Four culture are organizations that live by their core values and have a higher sense of purpose or what we call, a Noble Cause. This also came out in the IBM study:

“CEOs recognize the need for organizational values and a clear sense of purpose to guide decisions and actions as some formal controls loosen. Clearly, openness increases vulnerability. The Internet — especially through social networks — can provide a worldwide stage to any employee interaction, positive or negative. For organizations to operate effectively in this environment, employees must internalize and embody the organization’s values and mission.”

“It is important for employees to see the company’s values as a reflection of their own. Values are at the core of the social contract between company and employee.”

Wichian Mektrakarn, CEO, AIS

You can get a copy of this IBM study here.


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