Harvard Business Review Ladies Night
Think of this evening as book club meets wine club, meets boss get together. Instead of a book, we will be discussing the latest from the Harvard Business Review. We provide a fun environment for some awesome WOMEN to get together, drink some wine, and chat about the latest in business and management!
MONDAY, September 10 – 6:30 PM
Summit to Soul – 727 8th Street SE
In the lexicon of management, the CEO is the epitome of leadership. Yet surprisingly little is known about this unique role. While CEOs are the ultimate power in their companies, they face challenges and constraints that few others recognize.
Running a large global company is an exceedingly complex job. The scope of the organization’s managerial work is vast, encompassing functional agendas, business unit agendas, multiple organizational levels, and myriad external issues. It also involves a wide array of constituencies—shareholders, customers, employees, the board, the media, government, community organizations, and more. Unlike any other executive, the CEO has to engage with them all. On top of that, the CEO must be the internal and external face of the organization through good times and bad.
CEOs, of course, have a great deal of help and resources at their disposal. However, they, more than anyone else in the organization, confront an acute scarcity of one resource. That resource is time. There is never enough time to do everything that a CEO is responsible for. Despite this, CEOs remain accountable for all the work of their organizations.
The way CEOs allocate their time and their presence—where they choose to personally participate—is crucial, not only to their own effectiveness but also to the performance of their companies. Where and how CEOs are involved determines what gets done and signals priorities for others. It also affects their legitimacy. A CEO who doesn’t spend enough time with colleagues will seem insular and out of touch, whereas one who spends too much time in direct decision making will risk being seen as a micromanager and erode employees’ initiative. A CEO’s schedule (indeed, any leader’s schedule), then, is a manifestation of how the leader leads and sends powerful messages to the rest of the organization.
- 6:30 – Arrive, mix & mingle
- 7:00 – Discussion begins
- 8:00 – More mixing and mingling
- 9:00 – You don’t have to go home but you can’t stay here
- Do I have to have read the entire article?
No! Just come ready to discuss how management, leadership, and business impact your work life. The blurb on this page is a great and quick overview too!
- Is there a formal discussion?
We like to keep it casual so there isn’t a “formal” talk given at the event, it’s more of a discussion. We will discuss the article and how you see it reflected in your working reality. We love having a robust conversation with participants but you can also just listen if that is more your jam.
- Can I invite friends/colleagues?
YES! The more the merrier – until we run out of space of course.
- Is there a cap on attendance?
This event will be intentionally intimate in size but we hope that you will reach out to a few folks in your network who might enjoy this type of conversation and ask them to join the fun!