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Tony Hunter

Finding the right balance between a highly-collaborative culture and decisive action is an art, not a science.

With a rise in remote work, it is imperative that leaders have a pulse on their talk-to-action ratio. Gone are the water cooler conversations and off the cuff office check-ins, leaving a gap in our ability to hold ourselves and others accountable to turning our talk to action.

You know the drill: meeting after meeting filled with impressive “plans” being discussed, decisions being debated, and all the smartest people in the room deliberating on and on; leaving talented people frustrated.

Everyone tends to leave the conference room hoping for a change in the talk-to-action ratio, but the next week, they’re…

Leaders may be deep in crisis management mode right now, but market — or world — disruptions are the absolute worst time to take their eye off of the need for innovative business practices.

Image via Shutterstock

The term innovation has so many different iterations in the business world, its meaning — and practice — seem almost elusive, but it doesn’t have to be. To court it and leverage it effectively for their companies, leaders need to clarify what innovation means for them and for their businesses. Then, they must pursue it relentlessly to increase opportunities — and survival rates.

We are living in an anxious time, but when it comes to innovation there’s no need to fret. Disruption and crises actually create ideal circumstances for innovation — if company leaders have laid the groundwork beforehand.


Everybody’s looking for the answer, that breakthrough career moment that’s going to solve a serious struggle, help them get ahead, or enable them to look around the corner and accurately forecast the future. Then, pow! You’re back in the game.

In my case, those moments often came at very opportune times. Lightning would strike right when I was wondering, what’s next? Or, I had some doubt about what move to make next. Ultimately, though, whichever path I took, I had to prepare.

Prepare, prepare, prepare

Now, before I explain what I mean — because how can someone prepare for absolutely anything? — I…

The biggest mistake a leader can make is to operate under the mindset that, “this too shall pass.”

The coronavirus has taught the business community a lot of valuable lessons. One of the most lasting and important is: Leaders have to be ready for disruption — or else. The COVID-19 pandemic, while certainly unique, isn’t just a one and done situation. Throughout their careers, leaders will have to navigate several industry altering disruptions.

As we all know, the pace of change is accelerating. Disruption within industries is now commonplace. Therefore, leaders must be prepared. To be prepared, they must build a set of capabilities that enable them to lead through disruption. Regardless of the size of the organization…

The need for transformational thinking has never been greater. Hunters need to become farmers, and vice versa.

There’s a difference between Hunter and Farmer organizations. In a previous post, I outlined the Hunter to Farmer, Farmer to Hunter thinking that I use at my advisory firm to assist big and small companies in adopting this operating style, feel free to check it out.

Hunter organizations are small business or entrepreneurial ventures. In the orgagility framework, they excel at operating from a shared vision and mission, have a culture that promotes speed and action, and they are competitive and innovative. …

There are two areas of orgagility that offer room for improvement.

How can Hunters start to think like Farmers? Or for those who are already confused…how can small companies begin to think like big companies?

In my last piece, I highlighted opportunities for Hunter organizations to improve in the context of the orgagility framework, which centers on five things: shared vision and mission, a leadership team that inspires everyone to do their best work, a culture of speed and action, organizational accountability and alignment, and a competitive and innovative team of employees. …

Tony Hunter sat down with global trend hunter Jeremy Gutsche to discuss the convergent nature of his new book on creating the future and navigating chaos during the COVID-19 pandemic.

Tony Hunter has worked with some exceptional leaders throughout his career. He’s experienced moments of serendipity that led to business breakthroughs, and moments in time that could have led to utter disaster.

Recently he spoke with his friend and former business partner, Jeremy Gutsche, a New York Times bestselling author and CEO of Trend Hunter, the world’s largest trend-spotting platform and innovation consultancy, about his latest book, “Create the Future + The Innovation Handbook: Tactics for Disruptive Thinking.” The two worked together during Tony’s tenure as CEO for Chicago Tribune from 2008–2016. …

Change in corporate diversity and inclusion has been slow because many leaders are not embracing the value of a diverse talent pool. Don’t leave intellectual capital on the table because employees don’t have the “right” background or don’t speak the “right” language.

The pace of change is accelerating. Industry disruption is now commonplace, and the need for transformational thinking has never been greater.

To figure out how to operate in disruptive times we must be both open minded, and systemic in our efforts to capitalize on diverse perspectives and diverse talent. Importantly, organizations must create an inclusive workplace to maximize the value of employee input, or the value of diversity is lost.

Many organizations believe that success is all about creating the right service offering, having the best technology, top tier strategies, EBITDA, EPS and all the other key metrics.. Those things…

Challenging times call for strategy, communication, and leading from the front.

Leadership. It wasn’t easy to begin with, and COVID-19 hasn’t made it any easier.

As business leaders across all industries and sectors take their workforces remote, leaders must manage through a global crisis and adapt to the challenges presented by working from home.

I consistently emphasize the importance of leading from the front. The current situation makes this trickier. How do you lead from the front… from afar?

There are four key strategies you should emphasize to lead from the front as you navigate during these challenging circumstances.

1. Set Expectations.

This is first and foremost your top priority as…

There’s a moment when a start-up becomes a “real” business…a founder must not miss it

There are people who are uniquely capable of creating a successful start-up. And there are people who can lead and manage a large company.

But clearly, finding people who can do both is challenging.

Whether or not a founder can be a great CEO is based on a few key assessments and decisions. But before making these assessments and decisions, founders must have a few a-ha moments and be willing to learn and let go.

Successful startups are powered by the vision, passion and hard work of the founder. …

Tony Hunter

Tony Hunter | Chairman and CEO at McClatchy Co.| Founder at TWH Enterprises | Leading From the Front |

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