Author Archives: johnrchildress

About johnrchildress

John Childress is currently Visiting Professor in Strategy and Culture at IE Business School in Madrid and a pioneer in the field of strategy execution, culture change, executive leadership and organization effectiveness, author of several books and numerous articles on leadership, an effective public speaker and workshop facilitator for Boards and senior executive teams. In 1978 John co-founded The Senn-Delaney Leadership Consulting Group, the first international consulting firm to focus exclusively on culture change, leadership development and senior team alignment. Between 1978 and 2000 he served as its President and CEO and guided the international expansion of the company. His work with senior leadership teams has included companies in crisis (GPU Nuclear – owner of the Three Mile Island Nuclear Plants following the accident), deregulated industries (natural gas pipelines, telecommunications and the breakup of The Bell Telephone Companies), mergers and acquisitions and classic business turnaround scenarios with global organizations from the Fortune 500 and FTSE 250 ranks. He has designed and conducted consulting engagements in the US, UK, Europe, Middle East, Africa, China and Asia. Currently John is an independent advisor to CEO’s, Boards, management teams and organisations on strategy execution, corporate culture, leadership team effectiveness, business performance and executive development. John was born in the Cascade Mountains of Oregon and eventually moved to Carmel Highlands, California during most of his business career. John is a Phi Beta Kappa scholar with a BA degree (Magna cum Laude) from the University of California, a Masters Degree from Harvard University and was a PhD candidate at the University of Hawaii before deciding on a career as a business entrepreneur in the mid-70s. In 1968-69 he attended the American University of Beirut and it was there that his interest in cultures, leadership and group dynamics began to take shape. John Childress resides in London and the south of France with his family and is an avid flyfisherman, with recent trips to Alaska, the Amazon River, Tierra del Fuego, and Kamchatka in the far east of Russia. He is a trustee for Young Virtuosi, a foundation to support talented young musicians. You can reach John at john@johnrchildress.com or john.childress@theprincipiagroup.com

The Rights and RESPONSIBILITIES of Corporate Leadership

  I recently read what to me was a very disturbing article published in the INSEAD online magazine, KNOWLEDGE.  Normally I enjoy reading their articles as INSEAD has some very fine business academics and some well thought through research findings. … Continue reading

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Corporate Culture as an IED

“The greatest producer of casualties on the battlefield in the 20th century was artillery, and my assessment is the IED is the artillery of the 21st century,”  ~Lt. Gen. Michael Barbero An IED is an Improvised Explosive Device, or in simple … Continue reading

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A Deeper Look at Corporate Culture

The deeper we look, the more we learn As a young man I picked up a copy of a little book by James Allen, As A Man Thinketh.  I stuffed it in my backpack and finally pulled it out on … Continue reading

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The 7 Corporate Culture Questions Every CEO Should Ask

Leadership and learning are indispensable from one another.  ~John F. Kennedy I like questions.  Questions make people think.  Statements may go in one ear and out the other, but a good question will bounce around inside your head until you … Continue reading

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The 3 Deadly Sins of Poor Leadership: Part 3

In previous postings I began a series on the sins of poor leadership. The first article,  Part 1,  focused on not moving fast enough to replace poor performers, either for performance or behavioural reasons.  The 2nd Deadly Sin of Poor Leadership detailed how the … Continue reading

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The 3 Deadly Sins of Poor Leadership, Part 2

In a previous posting I began a series on the 3 Deadly Sins of Poor Leadership. My initial posting focused on not moving fast enough to replace poor performers, either for performance or behavioural reasons.  This is especially damaging to … Continue reading

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The 3 Deadly Sins of Poor Leadership: Part 1

You cannot escape the responsibility of tomorrow by avoiding it today.  ~Abraham Lincoln When I was in college in the 60’s there was a popular saying: “What goes around comes around”.  To me this saying seemed to be based on … Continue reading

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