My guest on Episode 062 is Karen Walker. Karen is a consultant, author, and advisor to CEOs and senior leaders. She helps her clients grow their companies with successful outcomes that include IPOs, acquisitions, market share increases, and significant leadership development. Her clients include Inc. 500 start-ups and Fortune 500 firms.
Learn the keys to operating and leading at your best from Karen Walker. It is no longer enough to be individually technically good at your position – you also need the ability to operate well within a team. Today’s organizations need teams where individuals are working at their peaks - no dumbing down.
Our conversation went live this morning at WehnerEd.com, iTunes, Stitcher, Spotify PlayerFM, and more! Our recording is episode 39: Leverage The Secrets of The Most Successful Executives.
"Grow or Fall Behind" delighted to chat with Robbie Samuels on his On the Schmooze podcast.
“Change now impacts all organizations—and all employees—all of the time,” said Karen D. Walker, president of growth-oriented business consultancy Oneteam and author of the upcoming “No Dumbing Down: C-Suite Strategies to Support External Growth.”
657: Being Clear about the Value of Your Purpose with Karen Walker Co-Founder and Owner of One Team
Karen Walker spends a lot of time on airplanes. A few weeks every month, she’s traveling to Atlanta, Boston, Denver, New York and San Francisco for her business, One Team Consulting.
The majority of the businesses she works with are in the technology field, and several are in the Fortune 100. Walker helps management understand exactly what their company is doing and why, and provides assistance with the hiring process and strategy.
Karen Walker quoted: "Companies don’t allow employees to say whatever they want for the sake of free speech. They encourage discussion so employees can offer ideas on how to best execute the business while living up to the company’s values. And Google has been incredibly open about prizing diversity," said Karen Walker, president of Oneteam Inc., a consulting firm that provides coaching and leadership development to top executives.
“Google has been very transparent about what they value as a culture,” she said.
Karen Walker was Vice President of Operations at Compaq. She controlled capital investments totaling $1 Billion. Karen oversaw the construction of 11 million square feet of Compaq’s offices around the world and helped grow Compaq, which became the largest supplier of PCs in the 90s.
In her words, "I create the opportunity for people to do their best work, individually and collectively, in alignment with the overarching goals and vision of the organization. This drives powerful results - agility, the ability to scale and grow, or just to be more profitable due to the increased efficiencies."
CLARIFY YOUR INTENTIONS
“Set your major goals in the context of why you want to achieve them, not just what you want to achieve,” says Karen D. Walker, president of Oneteam, Inc., a consultancy in Shelburne, VT. “Having clarity about intention will increase the quality of your decisions and will keep you going when there are bumps in the road.”
A fascinating account of maverick innovators during the Wild West era of personal computing.
With: Rod Canion, Jim Harris, Bill Murto, Bill Fargo, Hugh Barnes, David Cabello, Gary Stimac, Steve Flannigan, Mike Swavely, Karen Walker, Ben Rosen, Ross Cooley, Steve Ullrich, Charles Lee, Kim Francois, Bill Aulet, Bob Jackson, Howard Anderson, Chris Cantwell, Roger McNamee, Alec Berg, Mitch Kapor, John Markoff, Chris Garcia.
KAREN D. Walker, is the CEO and founder of One Team Consulting. She was an early employee and VP at Compaq Computer, where she was responsible for creating $1Billion in global infrastructure. As an executive advisor, consultant, and speaker she enabled sustained growth in a multitude of companies, from startups to Fortune 500 firms including Aetna and BMC.
Most companies aren’t getting the maximum value from the execution of their business strategies, according to Karen D. Walker, president and principle consultant at Oneteam Consulting, a global expert at exploiting unrealized organizational growth potential.
Your degree of involvement should hinge on whether the personal problem is affecting the employee on the job. "If it isn't," Walker says, "it shouldn't be followed up on beyond what you feel is appropriate from a personal, empathetic relationship standpoint." If it's affecting their job performance, however, you should have a conversation with them early on.