Pinnacle’s Post

Leading From the Front https://lnkd.in/epVebfu5

A nice knowledge resource for managers and leaders.

To my network in engineering - IC and leadership: How do you track firefighting? After hours response demands? Is it actionable? If you don't have any firefighting to do, can you say why? What are the biggest drivers of your level of stability - if you are stable, chaotic or anywhere between?

We are still going strong Crüe Club! Our Topic Series events are proving to be a place where industry topics are discussed and shared around the table. Often the events reach capacity with operators and producers ready to come to connect, learn, share, and grow. Get ready April because we have a great lineup! DFW - April 11 - Sean Horigan (Sponte Resources) - Topic: Fracture Control Geometry in the Haynesville OKC - April 17 - Michael Hale (Novo Oil & Gas II) - Topic: The current drivers of the M&A cycle and what the industry will look like in the not-too-distant future. Houston - April 23 - Kate Heiken (Ovintiv) - Topic: Dynamic Leadership and Team Synergy: Unveiling the Qualities of a Great Leader Midland - April 30 - Miles Landry (Permian Resources)- Topic: The Impact of Core Values: Steering Careers through Today’s Evolving Professional Landscape We have 3 memberships remaining, and once they are gone they will be gone till one opens! [email protected] if interested in more information. This summer we are bringing a new level to the Crue: Leadership & Personal Growth Workshops...get ready to elevate, connect, learn, and grow! #crueclub #connections #leadership #oilgas #oilandgas #networking

Love this! Take a look at the dashboard for Continuum of Work-Based Learning Programs and check out the number of students who were enrolled in a K-12 CTE Practicum in 2022-2023 in WDA 4. https://www.facted.org/wbl The number seems lower than I expected. Why are K-12 schools now using more practicum courses? Thoughts?

What did you value most from the conference? Let us know in the comments!

YES - IT'S BACK! Carefully curated to elevate financial leadership skills, Financial Leadership empowers your team with the expertise needed to manage costs, drive growth, and achieve lasting success. Unlock the🔑to business success with this comprehensive six-part series. Learn more and register now: https://bit.ly/47Vul9E

“I Got the Power!” NAWBOW is hosting a General Meeting titled “I Got the Power: Leading with Power & Influence Effectively “ See more information at the link below. https://lnkd.in/emqy-2Fp

Break your mold! Re-shape your career and transform who you are! Ask the right questions to find your way! Understand the structure to control the flow! This is how I did it my way! YouTube link: https://lnkd.in/d4k3b7Fv AAC Management Consulting #careercoaching #executivecoaching #conflictcoaching #teamcoaching #managementconsulting #teamdevelopment #learningorganizations #conflictconsulting

When considering the need for an interim CEO, boards must be attuned to a variety of signals that go beyond the obvious metrics like missed financial targets or market share decline. One crucial indicator that often flies under the radar is the subtle erosion of trust within the organization's ecosystem. The Silent Trust Erosion: A key sign that might be overlooked is the gradual disintegration of confidence in leadership among your high-performers. This particular group serves as the backbone of most organizations. When high-performers begin to lose faith in the direction or capabilities of top leadership, it can trigger a cascade of negative consequences that may not immediately reflect in quantifiable metrics. How This Manifests. What does this look like in the organization and how do employees show up (Behaviors): 1. Increased Informal Meetings: A surge in unofficial gatherings or "water cooler" conversations where managers discuss concerns about leadership decisions. 2. Resistance to New Initiatives: A noticeable reluctance or passive resistance when implementing new strategies or projects proposed by the C-suite. Information Hoarding: Middle managers may begin to withhold or selectively share information, creating silos that hinder organizational transparency and efficiency. 3. Exodus of High-Potential Talent: The departure of promising employees who were being groomed for higher roles can signal a lack of confidence in the company's future direction. 3. Decreased Engagement in Strategic Planning: A decline in enthusiastic participation during strategy sessions or long-term planning meetings. Why This Matters: The erosion of trust is particularly insidious because it can slowly undermine the organization's ability to execute its strategy effectively. Unlike more visible issues such as public scandals or major financial setbacks, this trust deficit can persist unnoticed for extended periods, quietly sabotaging the company's performance and culture. In my role as the Interim CEO of this exact scenario. I catalyzed the rebuilding trust by: (not limited to, but that's my secret playbook) ~Bring a fresh perspective unencumbered by historical baggage ~Facilitate open dialogues across all levels of the organization ~Implemented transparent communication practices