Eric McNulty

This link will take you to all of my strategy+business columns on leadership, organizational culture, and related topics.

Recent advances in neuroscience and psychology research (“brain science”) provide a fruitful avenue for developing approaches to leadership development. Literature on the application of these advances to crisis leadership is sparse, despite significant neurological and psychological dimensions of crisis response scenarios. The current study analyzed the nature of perceived impact of leader behavior on outcomes in crisis management systems such as the Incident Command System (ICS) and National… Show more

Recent advances in neuroscience and psychology research (“brain science”) provide a fruitful avenue for developing approaches to leadership development. Literature on the application of these advances to crisis leadership is sparse, despite significant neurological and psychological dimensions of crisis response scenarios. The current study analyzed the nature of perceived impact of leader behavior on outcomes in crisis management systems such as the Incident Command System (ICS) and National Incident Management System (NIMS), and explored the extent to which brain science principles are integrated into ICS/NIMS training. Analysis of survey data from a sample of 198 crisis leaders revealed that observed leader behaviors was related to ICS/NIMS performance and that typical ICS/NIMS training fails to address the behavioral aspects of crisis leadership. To address the identified deficiency, a training model incorporating brain science into crisis leadership training systems is suggested. Further research is recommended to better determine the impact of incorporating neuroscience and psychology research into formal crisis leadership training and to further evaluate effective measurement and teaching tools. Show less

To explicate the qualities of cooperation among leaders and their organizations during crisis, we studied the response to the 2013 Boston Marathon bombings. Through interviews and analysis, we discovered leaders successfully overcame obstacles that typically undermine collective crisis response. Qualitative analysis revealed five guiding behavioral principles that appeared to stimulate effective inter-agency leadership collaboration in high stakes. We draw upon concepts of collective leadership… Show more

To explicate the qualities of cooperation among leaders and their organizations during crisis, we studied the response to the 2013 Boston Marathon bombings. Through interviews and analysis, we discovered leaders successfully overcame obstacles that typically undermine collective crisis response. Qualitative analysis revealed five guiding behavioral principles that appeared to stimulate effective inter-agency leadership collaboration in high stakes. We draw upon concepts of collective leadership and swarm intelligence to interpret our observations and translate the findings into leader practices. We focus on replicable aspects of a meta-phenomenon, where collective action was greater than the sum of its parts; we do not evaluate individual leader behavior. Our findings provide a starting point for deeper exploration of how to bolster public safety by catalyzing enhanced inter-agency leadership behavior. Show less

Most leadership development programs have a critical weakness — they view leaders as sets of competencies, not individuals. The work of University of Chicago professor Linda Ginzel shows how this can change.

What distinguishes a real leader in an organization, other than a lofty title? As this ebook explains, it depends as much on who you are as on what you’ve achieved. Truly inspiring people are found at every level of an organization and demonstrate influence beyond their formal authority. What can you do to cultivate the qualities needed to lead?

Author Eric McNulty, associate director at the National Preparedness Leadership Initiative, describes three critical shifts that you need to… Show more

What distinguishes a real leader in an organization, other than a lofty title? As this ebook explains, it depends as much on who you are as on what you’ve achieved. Truly inspiring people are found at every level of an organization and demonstrate influence beyond their formal authority. What can you do to cultivate the qualities needed to lead?

Author Eric McNulty, associate director at the National Preparedness Leadership Initiative, describes three critical shifts that you need to make in your thinking and practice if you are to inspire others to follow you. Read this free ebook and learn exactly what the three shifts are and what they entail. Learn how you can start down the road to true leadership. Show less

Forget the first 100 days. As a leader, your impact begins from minute one. Within your first 10 days, your direct reports, boss, peers, and other key stakeholders will take your measure on how much they trust you, whether you inspire confidence, and how effectively you make decisions. These first days are so important because once an impression forms, the human brain prioritizes data that confirms the initial judgement. Early missteps are difficult to undo. In this book, you will find proven… Show more

Forget the first 100 days. As a leader, your impact begins from minute one. Within your first 10 days, your direct reports, boss, peers, and other key stakeholders will take your measure on how much they trust you, whether you inspire confidence, and how effectively you make decisions. These first days are so important because once an impression forms, the human brain prioritizes data that confirms the initial judgement. Early missteps are difficult to undo. In this book, you will find proven insights and practical techniques for making the most of your critical first 10 days.

This book is your time-efficient, go-to guide for your new leadership role. Show less

There is increased intention to stakeholder impact, environmental performance, and other ethical considerations at leading firms. Can this translate into improved bottom-line performance? Or are these simply feel good gestures meant to placate critics? This white paper lays out a conceptual basis for deriving an ethics dividend by first attending to usefulness to the customer in a manner consistent with stakeholder values — and then measuring performance.

Derived through field observation and analysis of leaders in high-stakes, high-pressure crisis situations, the five dimensions of meta-leadership framework and practice guide individuals and serve as an organizing structure for understanding the performance necessary to effectively lead through multifaceted disaster responses. Meta-leadership is to preparedness and response leadership what ICS (Incident Command System) is to preparedness and response management. These two are complementary as… Show more

Derived through field observation and analysis of leaders in high-stakes, high-pressure crisis situations, the five dimensions of meta-leadership framework and practice guide individuals and serve as an organizing structure for understanding the performance necessary to effectively lead through multifaceted disaster responses. Meta-leadership is to preparedness and response leadership what ICS (Incident Command System) is to preparedness and response management. These two are complementary as success requires both effective leadership and management. Show less

In a world fraught with uncertainty, leaders must think beyond their immediate firms. They must work to comprehend the larger system in which they operate and engage a full-range of stakeholders. They will soon discover that they have ownership in, but not ownership of, their brand and other assets long thought proprietary to their firm. In this companion white paper to The Four Pillars of the New Reality, I explore dimensions of leadership not generally addressed in business school curricula… Show more

In a world fraught with uncertainty, leaders must think beyond their immediate firms. They must work to comprehend the larger system in which they operate and engage a full-range of stakeholders. They will soon discover that they have ownership in, but not ownership of, their brand and other assets long thought proprietary to their firm. In this companion white paper to The Four Pillars of the New Reality, I explore dimensions of leadership not generally addressed in business school curricula or the traditional literature. Show less

Pillar Trends are those that are have the potential to fundamentally reshape the way we live and work, are global in scope, and for which no single person, organization, or government can bend the trend curve. This paper discusses the leadership implications of four: climate change, global urbanization, the aging of the developed world, and the exponential growth of knowledge.

Renegotiating Health Care offers a practical guide to leadership, negotiation, and conflict resolution in the face of the new treatments, technologies, business models, reimbursement methods, and regulations that are tangibly transforming the health care system. The book focuses on the complex interactions between those that deliver, receive, administer, and oversee health care and outlines negotiation techniques and leadership and conflict resolution approaches that can improve efficiency… Show more

Renegotiating Health Care offers a practical guide to leadership, negotiation, and conflict resolution in the face of the new treatments, technologies, business models, reimbursement methods, and regulations that are tangibly transforming the health care system. The book focuses on the complex interactions between those that deliver, receive, administer, and oversee health care and outlines negotiation techniques and leadership and conflict resolution approaches that can improve efficiency, quality of care, and patient safety. Renegotiating Health Care outlines strategies and methods to resolve the myriad thorny issues encompassing the health care enterprise.

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If your firm is debating whether to hire a chief sustainability officer (CSO), you may be like fictional electronic components manufacturer Narinex. After losing another big contract to competitor Glistrom, an internal analysis of previous-versus-current RFPs has highlighted one clear area of concern: sustainability. Glistrom recently hired a CSO who has been very visible in promoting its green strategies, even though they don't differ much from Narinex's. With customers increasingly interested… Show more

If your firm is debating whether to hire a chief sustainability officer (CSO), you may be like fictional electronic components manufacturer Narinex. After losing another big contract to competitor Glistrom, an internal analysis of previous-versus-current RFPs has highlighted one clear area of concern: sustainability. Glistrom recently hired a CSO who has been very visible in promoting its green strategies, even though they don't differ much from Narinex's. With customers increasingly interested in the "greenness" of the products they buy, Narinex needs to change its approach. The executive team debates the questions of cost, brand image, and strategy, and tries to decide whether to handle the issues in-house with current resources, to bring in a consultant to investigate changes, or to hire a CSO. How do you think Narinex should resolve its dilemma? Show less

When a bomb explodes in a train station in Boston, the executive team of a financial services firm across the street is plunged into crisis mode. No one is prepared for the city's request to use the firm's lobby as a triage center and temporary morgue. The CEO's instinct is to say yes, but as his team debates the consequences--liability issues, the effect on traumatized employees--he realizes just how complicated a decision it is. Two experts comment on this fictional case study: James J. Dunne… Show more

When a bomb explodes in a train station in Boston, the executive team of a financial services firm across the street is plunged into crisis mode. No one is prepared for the city's request to use the firm's lobby as a triage center and temporary morgue. The CEO's instinct is to say yes, but as his team debates the consequences--liability issues, the effect on traumatized employees--he realizes just how complicated a decision it is. Two experts comment on this fictional case study: James J. Dunne III, senior managing principal at Sandler O'Neill + Partners, says that acting ethically is what saved his firm after 9/11. Leonard J. Marcus, founding codirector of the National Preparedness Leadership Initiative, advises the CEO to do what will help employees bounce back the quickest. Show less

The average executive takes on a new role every two to three years. And it can take up to six months for the executive to go from being a net consumer of corporate value to a net producer. Fortunately, there are strategies new leaders can use to shrink their time-to-value-and set the stage for their success. This article outlines four key strategies for successful transitions: (1) Craft a learning plan well before your first day on the job that includes markets, products, systems, and… Show more

The average executive takes on a new role every two to three years. And it can take up to six months for the executive to go from being a net consumer of corporate value to a net producer. Fortunately, there are strategies new leaders can use to shrink their time-to-value-and set the stage for their success. This article outlines four key strategies for successful transitions: (1) Craft a learning plan well before your first day on the job that includes markets, products, systems, and structures, as well as culture and politics; (2) Promote and protect yourself by letting go of your old job; (3) Beware of sacred cows-the unwritten rules and powerful informal networks that can be minefields to the uninitiated; and (4) Build the support team you need to succeed. Show less

Flayton Electronics is showing up as a common point of purchase for a large number of fraudulent credit card transactions. It's not clear how responsible the company and its less than airtight systems are for the apparent data breach. Law enforcement wants Flayton to stay mute for now, but customers have come to respect this firm for its straight talk and square deals. A hard-earned reputation is at stake, and the path to preserving it is difficult to see. Four experts comment on this fictional… Show more

Flayton Electronics is showing up as a common point of purchase for a large number of fraudulent credit card transactions. It's not clear how responsible the company and its less than airtight systems are for the apparent data breach. Law enforcement wants Flayton to stay mute for now, but customers have come to respect this firm for its straight talk and square deals. A hard-earned reputation is at stake, and the path to preserving it is difficult to see. Four experts comment on this fictional case study in R0709A and R0709Z. James E. Lee, of ChoicePoint, offers lessons from his firm's experience with a large-scale fraud scheme. He advises early and frank external and internal communications, elimination of security weaknesses, and development of a brand-restoration strategy. Bill Boni, of Motorola, stresses prevention: comprehensive risk management for data, full compliance with payment card industry standards, and putting digital experts on staff. For the inadequately prepared Flayton, he suggests consulting an established model response plan and making preservation of the firm's reputation its top priority. John Philip Coghlan, formerly of Visa USA, discusses the often-divergent positions of data-breach stakeholders and puts customers' interests first. Swift disclosure by Flayton, he argues, would empower consumers to protect themselves against further fraud and might even enhance the company's reputation for honesty. Jay Foley, of the Identity Theft Resource Center, recommends that Flayton emphasize quality of communication over speed of delivery. More broadly, he advocates cautious management to prevent data thefts, which are proliferating and could have long-term consequences. Show less

As baby boomers age and the birthrate slows, a dramatic shift is taking place in the U.S. working population, shaking up traditional relationships among the generations. Companies that expect to compete in even the very near future must open themselves to revisiting assumptions about which workers are appropriate for which roles and to rethinking the ways in which they hire, motivate, and retain employees. This article looks at the three worker cohorts--older (workers over 55), younger (workers… Show more

As baby boomers age and the birthrate slows, a dramatic shift is taking place in the U.S. working population, shaking up traditional relationships among the generations. Companies that expect to compete in even the very near future must open themselves to revisiting assumptions about which workers are appropriate for which roles and to rethinking the ways in which they hire, motivate, and retain employees. This article looks at the three worker cohorts--older (workers over 55), younger (workers under 35), and middle (workers between 35 and 54)--and suggests ways to harness their strengths and their preferences to elicit the best performance from the new multigenerational workforce. Show less

Northpole Industries tackles the complex challenges of a global supply chain.

Among the clearest messages to come out of the misdeeds and lapses in judgment that have lately rocked corporate America is that responsibility for compliance and ethics can no longer be confined to the boardroom, the general counsel's office, or the HR department. Indeed, these issues are increasingly recognized as core management concerns. At many organizations, the specific role of individual managers in ethics and compliance is just beginning to take shape. This debriefing with Lynn Sharp… Show more

Among the clearest messages to come out of the misdeeds and lapses in judgment that have lately rocked corporate America is that responsibility for compliance and ethics can no longer be confined to the boardroom, the general counsel's office, or the HR department. Indeed, these issues are increasingly recognized as core management concerns. At many organizations, the specific role of individual managers in ethics and compliance is just beginning to take shape. This debriefing with Lynn Sharp Paine, professor of business administration at Harvard Business School, and Elliot Schrage, a lawyer and business adviser at the Council on Foreign Relations, helps you understand better the emerging landscape and how managers at all organizational levels fit in. Show less

Cheryl Hailstrom, the CEO of Lakeland Wonders, a manufacturer of high-quality wooden toys, is the first person outside the Swensen family to hold the top job. But she's not a stranger to this 94-year-old company: She'd been the COO of one of its largest customers and had worked with Lakeland to develop many best-selling products. Wally Swensen IV, the previous CEO, chose Cheryl because she knew how to generate profits and because he believed her energy and enthusiasm could take the company to… Show more

Cheryl Hailstrom, the CEO of Lakeland Wonders, a manufacturer of high-quality wooden toys, is the first person outside the Swensen family to hold the top job. But she's not a stranger to this 94-year-old company: She'd been the COO of one of its largest customers and had worked with Lakeland to develop many best-selling products. Wally Swensen IV, the previous CEO, chose Cheryl because she knew how to generate profits and because he believed her energy and enthusiasm could take the company to the next level. Yet here she is, nearing her six-month anniversary, wondering why her expansive vision for the company isn't taking hold. She's tried to lead by example: traveling a pounding schedule to visit customers, setting aggressive project deadlines, and proposing a bonus schedule. She has a plan to reach the board's growth goals. The problem is that while Cheryl's senior managers are giving her the nod on the surface, they're all really dragging their feet. Is Cheryl pushing too much change too quickly? Should she bring in outsiders to speedily adopt the changes she envisions and overhaul Lakeland's corporate culture? Or should she keep trying to work with the current team? Show less