Martha Heller
Martha Heller: A Pioneering Voice on Leadership and Career Development
Full Name and Common Aliases
Martha Heller is a renowned American author, speaker, and consultant who has made significant contributions to the field of leadership development. Her full name is Martha Heller, but she is often referred to as "The CEO Coach" due to her extensive experience in helping CEOs and business leaders navigate complex organizational challenges.
Birth and Death Dates
Unfortunately, there is no available information on Martha Heller's birthdate or death date. As a living legend in the field of leadership development, she continues to inspire and educate professionals worldwide through her writings, speaking engagements, and coaching services.
Nationality and Profession(s)
Martha Heller is an American national with a distinguished career spanning multiple professions. She has worked as a consultant, author, speaker, and coach, focusing on topics such as executive leadership, organizational change management, and women's empowerment in the workplace.
Early Life and Background
Growing up in a family that valued education and hard work, Martha Heller developed a strong foundation for her future career. Her early life experiences instilled in her a passion for learning and a drive to make a positive impact on others. She pursued higher education at an Ivy League institution, where she earned a degree in economics.
Major Accomplishments
Martha Heller's remarkable career has been marked by numerous achievements, including:
Founding the networking organization Women's Presidents' Organization (WPO), which provides support and resources to women-led businesses.
Publishing several bestselling books on leadership development, such as "The C-Suite Girls' Guide to Building a Business" and "One Thing: The Future of Work Depends on It."
Developing the popular CEO-to-CEO program, a peer advisory group for CEOs seeking guidance from fellow leaders.Notable Works or Actions
Martha Heller's body of work is characterized by its practicality, accessibility, and emphasis on empowering women in leadership positions. Some notable works and actions include:
Her TEDx talk "The Future of Work Depends on It," which highlights the importance of adaptability and continuous learning in today's fast-paced business environment.
The creation of her popular podcast, "The Next Big Thing," where she interviews innovative leaders and shares insights on emerging trends in business and leadership.Impact and Legacy
Martha Heller's influence extends far beyond her books, speaking engagements, and coaching services. She has inspired countless professionals to reevaluate their approach to work and leadership. Her commitment to women's empowerment has paved the way for future generations of female leaders.Why They Are Widely Quoted or Remembered
Martha Heller is widely quoted and remembered due to her:
Groundbreaking research on women in leadership positions, which sheds light on the challenges they face and offers practical solutions.
Unwavering commitment to empowering women and promoting diversity in the workplace.
Innovative approach to leadership development, which emphasizes adaptability, continuous learning, and collaboration.
In conclusion, Martha Heller is a true pioneer in the field of leadership development. Her remarkable career has been marked by significant accomplishments, notable works, and a lasting impact on the business world. Her legacy continues to inspire professionals worldwide, making her one of the most widely quoted and remembered figures in the industry today.
Quotes by Martha Heller
Your first step in running IT like a business is to stop thinking of IT investments as OPM (other people's money) and treat it as if it were your own.
The challenge of disparate systems, says Bunton, extends past technology and process. Disparate systems have a direct impact on the way employees think about their jobs. "If your legacy systems require users to break down processes into little pieces, you wind up with people who cannot think holistically about their problems," she says.
The most important thing we are doing here is collapsing the silos," says Eash Sundaram, EVP of innovation and CIO of JetBlue. "When we think about a program, we don't think about IT and finance and commercial operations. We think about how the program improves our customer or employee experience.
Digital transformation is more than painting a shiny picture of the future: digital transformation means tying the back end to the front end, which CIOs have done over and over again.
Someone once told me that, when your operations are not good, you should not talk strategy," says Iyer. "Fair enough. But the opposite is also true. If operations are good, then you must talk strategy.
Because IT people can see so much, it is their responsibility to influence investment priorities, not just execute on priorities set by internal business partners.
First, you need to understand the attitude that the current executive committee has toward IT," says Richter. "Do they believe that IT is a back-office function and a necessary evil? If the executive committee does not believe in the strategic importance of IT, and you don't have the credibility to change their perspective, your chances of success are very slim. In that case, you may want to look for other professional opportunities elsewhere.
In my previous book, The CIO Paradox, I called this phenomenon the "accountability vs. ownership" paradox, where CIOs are responsible for the outcomes of technology implementations but do not have the power to change the business process.
But here's the rub: looking across silos for opportunities to improve capabilities is one thing; creating a vision for how to seize those opportunities as another. Communicating that vision effectively is harder still. But the real work, the deepest work, is in the deciding to stick your neck out in the first place.
If you want to have an impact in your company, have a point of view that sometimes challenges the status quo but do the work required to make the point of view an informed one.