Tag Archives: David Nour

  Overreaching can be risky for small and medium businesses that act opportunistically. I spoke recently to the Society of American Military Engineers’ Small Business Conference. My due diligence preparing for that event made me aware of the unbelievable chaos the “shovel ready” economic stimulus package of 2008 created. Full disclosure: I have never been […]

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It happened TWICE this past week: executives I haven’t heard from in YEARS suddenly reach out from nowhere to “catch up!” “I met you when you were just starting your business, which has certainly taken off,” wrote one in an email. (She’s referring to an encounter 13 years ago.) “Congratulations! I wanted to talk with […]

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Nour Group partner, PDUs2Go will have a “virtual” presence at this event next Thursday, Nov. 6, 2014. If you’re a project management professional, “stop by” online to say hello and learn about some 500+ PDU credit hours they offer as downloadable courses, including many from David Nour. Also ask about the upcoming #NewNormSummit on Getting […]

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Few will argue with the notion that many traditional roles are evolving at an accelerated rate! Individual contributors, teams and offices are increasingly being asked to serve as business strategist, change management specialist, human capital coaches and mentors, cross-function and cross-boarder experts, and disruptive technology innovators. Often without the knowledge, skills, or the appropriate resources! […]

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I’ve recently returned from the National Association of Corporate Directors Board Leadership Conference. Spending a few days immersed in best practices and thought leadership regarding governance, with over 1300 directors of organizations ranging from well-known, large-cap, publicly traded companies to small-cap, privately held firms, was incredibly energizing and thought-provoking. Some of those thoughts were scary. […]

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‘ve found a peculiar and rather direct correlation between the current and future success of the organization and the actual length of the letter. Think about it: the more space, time, words, sentences, and often convoluted examples the CEO has to use to actually explain the business–past, present, and future–probably the more complex the business. That means it’s also probably…