The Young Entrepreneur Council is an invite-only organization composed of the world’s most promising young entrepreneurs. In partnership with Citi, YEC launched BusinessCollective, a free virtual mentorship program that helps millions of entrepreneurs start and grow businesses. Read previous SmartBlogs posts by YEC.

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Q. What best practice (e.g. regular meetings, off-site dinners) do you use for keeping the lines of communication open between key exec leaders and the CEO?

Aaron Schwartz1. Host quarterly retreats

If you’re at the stage where you have a true leadership team, you need to make sure that they are all aligned. We have a quarterly retreat outside of the office. The first goal is to make sure that we’re aligned on the business goals. And the second, more important one is to make sure that our leaders get along personally. Startups are hard, and you need to have a happy and aligned team. (read more…)

What would you do if the presentation content you prepared suddenly became inappropriate or irrelevant minutes before you’re scheduled to speak? That’s exactly what happened to Brad L., a project manager and civil engineer:

“I recently presented at a daylong engineering conference. I prepared and knew the material well enough to present in my sleep. However, as I listened to each of the speakers preceding me, I became increasingly anxious as I realized that 75% of my presentation was being covered by others. I knew my material would simply be a repeat and, at best, would be a bore…”

Anyone who presents regularly has probably faced a similar scenario. It can happen for any number of reasons:

  • Other speakers “steal your thunder” (as Brad experienced)
  • You find out new information that changes the basis of your presentation
  • You realize the audience has a different level of knowledge about your topic than you expected
  • Sessions run late and your speaking time is cut in half

The result? (read more…)

In my 25-plus years as a consultant, I have worked with hundreds of executive teams — leadership teams in multinational organizations, small businesses, for-profits, not-for-profits, government organizations, and everything in between.

What I have found is that 90% of those leadership “teams” are not teams, at all. In fact, most executive “teams” are a group of individual senior leaders who meet on a regular basis to battle each other for limited resources.

They battle for funds, people, time, validation, and more. Every day. These leaders carefully track which battles they won, which they lost, which were a “draw,” etc. The next day, the battle begins anew.

Leadership groups like these do not typically have a formalized team purpose. The team meets because they are “senior leaders.” Meetings are what those leaders “do.” When I ask these leaders what the purpose of their executive “team” is, they don’t know what to say. (read more…)

This post is sponsored by LexisNexis Risk Solutions.

Health plans are looking to integrate risk modeling and other stratification methodologies to enable better care coordination between members and providers improve health outcomes and reduce costs.

In this post, we hear from Kathy Mosbaugh, VP and General Manager of Clinical Analytics for LexisNexis Health Care. Mosbaugh leads strategy and business operations for the clinical business, which focuses on population health management and provider performance analytics.

Question: What is driving the need for various risk modeling methodologies, and to which populations do they apply?

Kathy Mosbaugh: Risk modeling is key to proactively managing the known as well as the unforeseen health risks of member populations. In light of where the health care industry sits today, employing risk modeling or stratification methodologies has become a top priority for all at-risk organizations. We see three main drivers for this push: 1) The need and desire to improve quality both in terms of care coordination and delivery by identifying avoidable and unknown risks and engaging the right members at the right time; 2) Containing costs by deploying care management resources effectively and ensuring the right treatment plans are developed and the appropriate level of member engagement is achieved; and 3) Uncovering opportunities to enhance revenue by driving efficiencies across the health care ecosystem. (read more…)

SmartPulse — our weekly nonscientific reader poll in SmartBrief on Leadership — tracks feedback from more than 210,000 business leaders. We run the poll question each week in our e-newsletter.

How much did your college experience contribute to your success as a leader?

  • Tremendously — I am forever indebted to my alma mater: 13%
  • A lot — My college education has had a big impact on my career: 31%
  • Somewhat — It’s contributed but only in certain areas: 28%
  • Not much — My success doesn’t have a lot to do with my education: 22%
  • Not at all — I didn’t attend college or it hasn’t contributed at all: 7%

Hail alma mater dear. You get out of something what you put into it. If you feel you’re not getting a lot out of your college experience (as 50% of you indicate), perhaps you’re not taking advantage of all the assets available to you. (read more…)