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Hal Johnson

Hal Johnson

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

Death by Meeting? Nope. Here’s How Meetings Can Be a Game Changer

Although there is a backlash against meetings in some quarters—Intel used to order executives to calculate before a meeting how many processors would have to be sold to cover the portion of participants’ salary being spent in the meeting—there is a system of meetings that can produce remarkable results. The system involves regular, planned meetings […]

The Five Keys to Building a ‘High-Reliability’ Organization

Think about the challenges that face those in charge of a nuclear aircraft carrier. It: Is manned by a bunch of 20-year olds. Has jets with engines that can suck a person into the intake if the person is too close. Has planes whose exhaust can severely burn a man or blow him overboard. Deploys […]

Personal Effectiveness – The Continuing Challenge

I was recently going through my notes, preparing to give one of my workshops on the subject of Personal Effectiveness. In preparation for the workshop each participant is requested to read some background material so all who attend have a passing understanding of (1) what the Best Practice looks like in action, (2) what it […]

The Accountable Executive, Part 6 – Being Accountable for Change Management & Continuous Improvement

This is the final article in a six-part series based on the material from the book, The Accountable Executive, expected to be released in the Spring of 2012. In this series, Hal Johnson and Ed Street of LeadershipOne, address what they observe as major contributors to low accountability cultures — which they have observed as […]

The Accountable Executive, Part 5 – Being Accountable for Predictable Management Performance

This is the fifth article in a six-part series based on the material from the book, The Accountable Executive, expected to be released in the Spring of 2012. In this series, Hal Johnson and Ed Street of LeadershipOne, address what they observe as major contributors to low accountability cultures — which they have observed as […]

The Accountable Executive, Part 4 – Being Accountable for A Peak Performance Culture

This is the fourth article in a six-part series based on the material from the book, The Accountable Executive, expected to be released in the Spring of 2012. In this series, Hal Johnson and Ed Street of LeadershipOne, address what they observe as major contributors to low accountability cultures — which they have observed as […]

The Accountable Executive, Part 3 – Being Accountable for An Effective Leadership Team

This is the third article in a six-part series based on the material from the book, The Accountable Executive, expected to be released in the Spring of 2012. In this series, Hal Johnson and Ed Street of LeadershipOne, address what they observe as major contributors to low accountability cultures — which they have observed as […]

The Accountable Executive, Part 2 – Being Accountable for Effective Direction

This is the second article in a six-part series based on the material from the book, The Accountable Executive, expected to be released in the Spring of 2012. In this series, Hal Johnson and Ed Street of LeadershipOne, address what they observe as major contributors to low accountability cultures — which they have observed as […]

The Accountable Executive, Part 1 – Overview

This is the first article in a six-part series based on the material from the book, The Accountable Executive, expected to be released in the Spring of 2012. In this series, Hal Johnson and Ed Street of LeadershipOne, address what they observe as major contributors to low accountability cultures – which they have observed as […]

What Does Your Management Model Look Like?

Ultimately every manager is judged by his/her results. How are those results delivered? Mostly as the product of a lot of systems. However, most managers do not understand, at a sufficient level of detail, how the underlying systems or processes in their businesses affect the overall delivery of their products and/or services. This is a […]

Am I Good Enough?

Interesting question, right? Actually, it’s probably the most asked question by top performers. Further, it’s a question a lot more managers should be asking themselves. It’s the kind of attitude that works well in any competitive environment — sports, business or the game of life itself. The heart of the issue is really not am […]

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