The Third Turn

Written by Dr. Mark L. Vincent & Kristin Evenson
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Episode 35: Adaptive Capacity, Sabotage, and Resilience

Posted by Kristin Evenson on Dec 7, 2021 8:00:00 AM

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Topics: organizational leaders, organizational problem solving, leadership legacy, Managing Change, leadership transition, Transforming Influence, change, Maestro-level Leaders, The Third Turn, Maestro, Future Value, leadership culture, adaptive capacity, resilience

Episode 34: A Life of Enduring Awe & Wonder

Posted by Kristin Evenson on Nov 23, 2021 8:00:00 AM

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Topics: organizational leaders, organizational problem solving, leadership legacy, Managing Change, leadership transition, Transforming Influence, change, Maestro-level Leaders, The Third Turn, Maestro, Future Value, leadership culture, Wonder, wholeness

Episode 33: Driving Down the Revenue Road

Posted by Kristin Evenson on Nov 8, 2021 8:00:00 AM

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Topics: organizational leaders, organizational problem solving, leadership legacy, Managing Change, leadership transition, Transforming Influence, change, Maestro-level Leaders, The Third Turn, Maestro, Future Value, leadership culture, next generation, road to revenue, making impact, marketing

Episode 32: Bespoke Leader Development_WiLD Leaders

Posted by Kristin Evenson on Oct 26, 2021 8:00:00 AM

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Topics: organizational leaders, organizational problem solving, leadership legacy, Managing Change, leadership transition, Transforming Influence, change, Maestro-level Leaders, The Third Turn, Maestro, Future Value, leadership culture, subject matter expert, SMEs, next generation, intentional leader development

Episode 31: SMEs As a Litmus Test for Leadership

Posted by Kristin Evenson on Oct 12, 2021 8:00:00 AM

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Topics: organizational problem solving, leadership legacy, Managing Change, leadership transition, Transforming Influence, change, Maestro-level Leaders, The Third Turn, Maestro, Future Value, leadership culture, subject matter expert, SMEs

Episode 30: Maintaining Focus Amid Big Change

Posted by Kristin Evenson on Sep 28, 2021 7:30:00 AM

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Topics: organizational problem solving, leadership legacy, Managing Change, leadership transition, Transforming Influence, change, Maestro-level Leaders, The Third Turn, Maestro, Future Value, leadership culture, discipline

Deepened appreciation for common sense

Posted by Mark L. Vincent on Sep 16, 2021 6:45:00 AM
The ancient book of  2 Esdras  has a saying I like:
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Topics: Process consultation and design, Mark L. Vincent, organizational problem solving, Maestro-level Leaders, The Third Turn Podcast, Kristin Evenson, Executive Thinking

Episode 29: Managing Polarities

Posted by Kristin Evenson on Sep 14, 2021 8:00:00 AM

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Topics: organizational problem solving, leadership legacy, polarity management, Managing Change, leadership transition, change, Maestro-level Leaders, The Third Turn, Maestro, Future Value, leadership culture

Opportunities/Challenges: Calculating the Value

Posted by Mark L. Vincent on Feb 19, 2020 9:00:00 AM
A growing number of CEOs participate in some form of round-table discussion. Some are half days each month, some whole days, some far less frequent. Some tie to specific industry groups, or perhaps they are an appendage of the Chamber of Commerce or local community college business center. Several of my Design Group International colleagues are privileged to be Executive Chairs for round tables like these. For example,I run one that draws across greater Milwaukee. Phil Bergey has launched one in Lancaster, PA.
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Topics: process consulting, Financial Leadership, organizational development muse, Convene, Mark L. Vincent, Design Group International, behavioral economics, steward leadership, organizational problem solving, organizational decision making, Executive peer-based advising, long term decision making, society for process consulting

The Golden Rule and Franchising

Posted by Mark L. Vincent on Feb 23, 2015 6:00:00 AM

In the past couple of posts (but fanchising seemed so simple and getting to third with the triple bottom lineI've paid attention to the problems of leading in an associational system, where multiple smaller entities work together to create a larger one. The ability to achieve together more rapidly and at a reduced cost makes associating an extremely attractive option as one builds an organization. And yet, more often than not, the association is formed and then governed out of a self-centered mutuality that it is as a set of partners in a jointly owned enterprise of the whole.

In short, the participants in the association--whether franchisor or franchisee--advocate for decisions and strategies that benefit their individual bottom line rather than appreciate what it means for the bottom line of their partners, or for all of them together as a united whole. They function as an owner of "my business" rather than as an owner of "our business." I'd add here that this pespective often grows when an individual player cares more for the immediate time horizon instead of seeking long-term value creation of the whole.

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Topics: process consulting, franchising, associational systems, organizational development muse, Mark L. Vincent, Design Group International, organizational problem solving, organizational development resources

Mark & Kristin
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