Hal Johnson has been CEO of eight different companies in the US and the UK. His primary focus has been building management teams to produce outstanding performance.
Earlier in his career, Hal became involved in transitioning businesses (i.e., turn-around, acquisition, and merger) where he began to test some of his theories on mentoring. His system for developing managers, based on acquiring core business knowledge and building leadership and relationship skills, resulted in his first book, Mentoring for Exceptional Performance
Mentoring Greatness: How to Build a Great Company, Hal’s second book, is based on helping CEOs through mentoring best business practices. As he became a business transition specialist, Hal developed a unique and effective executive development process that enables companies to help their management-leaders enhance their talents with focused business knowledge and skills.
Hal and Kurt Glassman have just authored a new book, Tripping Points: The Seven Critical Issues of Business Transition Planning, which addresses the key issues of successful business transition planning. In addition to serving on several boards of directors, Hal is Chairman and CEO of LeadershipOne. He consults widely and speaks regularly on how to mentor a company to greatness. He holds a Masters Degree from the University of Southern California.
RECENT ARTICLES BY Hal Johnson
Personal Effectiveness - The Continuing Challenge
We urge clients approaching the Action Plan for the first time to limit the number of goals / projects / activities to a critical few, get them accomplished as soon as possible, then select some others and do the same.
The Accountable Executive, Part 6 - Being Accountable for Change Management & Continuous Improvement
One of the most significant challenges to senior executives is to keep the pressure on the organization to continually be looking for ways to improve. This falls under the heading of change management.
The Accountable Executive, Part 5 - Being Accountable for Predictable Management Performance
Evaluating enterprise performance from the perspective of process management is receiving increasing executive attention. Delivering ultimate value to customers is dependent on advancing the effort to define, improve and manage the end-to-end, enterprise processes. The side benefits include gaining clarity on strategic direction, achieving better alignment and installing more operating discipline.
The Accountable Executive, Part 4 - Being Accountable for A Peak Performance Culture
A key component of a high performance oriented culture is the development of a core ideology - core values and sense of purpose beyond just making money that guides and inspires people throughout the organization and remains relatively fixed for long periods of time. The real difference between success and failure in a corporation can very often be traced to the core ideology of how well the organization brings out the great energies and talents of its people.
The Accountable Executive, Part 3 - Being Accountable for An Effective Leadership Team
The complexities of business are leading to a greater acceptance and use of empowered leadership teams to run the business. The difficulty seems to stem from not knowing exactly how to go about it. And that is understandable. There are definite steps involved in getting a group of executive managers to function as a team for the good of the business.
Insurance Thought Leadership exists to "simplify the complex." The insurance industry is fraught with complexity so our defining vision is to aggregate and deliver best practice solutions from highly respected experts in their field. Insurance Thought Leadership provides knowledge and experience at a time when its needed most, times of sweeping change and market uncertainty.
Whether it's Healthcare, Worker's Compensation, Property & Casualty, Auto, Sophisticated Life Insurance designs, Directors & Officer's, Safety, Risk Control or other Claims Management, Insurance Thought Leadership promises to deliver the most relevant mind share the industry has to offer, thus our defining vision … to "simplify the complex."