Jim Alampi (US) | Vistage UK
Speaker Bio

Jim Alampi (US)

Jim founded Alampi & Associates, LLC in October 1999 to assist CEOs and companies in developing business strategies, improving leadership practices and achieving better business results. He  speaks frequently to CEOs, executive teams, Boards of Directors and trade associations on business strategy and leadership issues.

Alampi advises CEOs, Boards and executive teams in the areas of strategy, execution, leadership, human capital development and knowledge management.

He is the former President and Chief Executive Officer of e-Chemicals Inc., the first B2B e-commerce distributor in the industrial chemical industry.

Read more

Alampi was formerly Chairman, Chief Executive Officer and President of Insurance Auto Auctions, Inc. (NASDAQ: IAAI), the $325 million leading provider of total loss vehicle and claims processing services in the United States. The Board of Directors recruited Mr. Alampi in March 1996 to build a management team, develop a vision and provide the leadership to turn the organization around following a precipitous decline in performance in 1995.

Prior to IAAI, Alampi spent 17 years with Univar Corporation (NYSE: UVX) in senior executive positions: 

  • Executive VP/COO of a $650 million laboratory supplies and instruments distribution subsidiary of Univar Corporation – VWR Corporation (NASDAQ: VWRX).
  • Senior VP, Finance and Administration of a $2.2 billion global industrial chemical distribution corporation – Univar Corporation (NYSE: UVR).
  • President of a $1.5 billion US industrial chemical distribution subsidiary of Univar Corporation – Van Waters & Rogers, Inc.

Alampi earned his B.S(c) degree from Rutgers University and served three years as an officer in the U.S. Army.

He is a member of the National Association of Corporate Directors, a certified resource/speaker for TEC/Vistage International, the global organization of CEO’s, and has served as an officer and director of over 20 public and private companies and industry trade associations.

Read less

My programmes
Filter by:

The Five Dysfunctions of a Team

Participants will leave with an understanding of why teamwork in companies is such hard work and requires a top-level commitment to specific individual and team behaviours.

Read more

 

The Five Dysfunctions of a Team

 

Overview:

As best selling author Patrick Lencioni says in his third book of the same title, being a team is a choice not a requirement for running a business. Jim Alampi presents the team five dysfunctions model to help CEO’s understand the implications of this important decision on their company and its future.

Outline:

  • The differences between teams and workgroups

  • Measuring team behavior and performance
  • The five aspects of teams: trust, conflict, commitment, accountability, results
  • Setting a baseline and improving executive team performance

Alampi explores the important choice for a CEO and his/her executives to be a team, including the hard work and healthy behaviors that are required. He shares Lencioni’s model in depth, using information gathered from each participant prior to the meeting to demonstrate how to assess team performance on five broad dimensions and in thirty-eight specific behaviors.

Outcomes:

Participants will leave with an understanding of why teamwork in companies is such hard work and requires a top-level commitment to specific individual and team behaviours. Moving from what Jim Collins calls “A genius with a thousand helpers” (Good to Great) to a team-lead organisation takes patience and a whole new approach for most owner/CEO’s. Alampi shares specific steps participants can use to bring other executives into the leadership and decision-making process and get a group of executives to shelve their individual agendas for a single, company-level one.

The Execution Tune-Up: Executing Your Vision and Getting Results

This workshop provides simple, practical tools and methodology, that CEOs can use with their executive teams to gain alignment and achieve concrete results.

Read more

 

The Execution Tune-Up: Executing Your Vision and Getting Results

 

Overview:

Every CEO has a vision for his or her company; that is the easy part! Few companies ever fail because there wasn't a vision; they fail because they can't execute the vision and get concrete business results. As someone once said, "Vision without execution is hallucination." And as Jim Collins said in Built to Last, "Great performance is about 1% vision and 99% alignment," so the secret isn't having some unique or phenomenal vision. It is creating a vision, getting everyone to understand it and their role, and then executing like crazy.

Outline:

Barriers to Growth - Every company hits very predictable walls as it tries to grow profitably. These walls can't be avoided and each one presents a new challenge to executive teams in terms of leadership skills, infrastructure required, and marketplace dynamics. The key is to know when a company will hit its next wall, and what to start doing in advance to get ready to get over the wall as painlessly as possible and get back to profitable growth. The Execution Tune-up provides clear understanding of these walls, their causes, where they occur and what CEO's should do to prepare themselves and their leadership teams to climb over these walls quickly.
 
Rockefeller Habits - Strategic execution is the name of the game for effective implementation of any vision. Translating the long-term vision and strategies into short-term goals and tactics that every employee understands and supports is the payoff. Verne Harnish (founder of YEO) wrote the book on these simple, practical tools that every great company CEO and executive team use to set priorities, utilize the right metrics, and establish an effective executive team meeting rhythm. Implementing these habits is a huge first step in preparing for the walls that can become barriers to profitable growth.
 
CEO and Executive Leadership - In today's fast-moving, complex environment, executive teams and companies have to be both smart and healthy. Smart is actually the easy part; getting a group of smart executives to work together in a healthy manner is not only the challenge but how to become a great company. There are four specific steps for working on the healthy side of executive teams.
 
The Execution Roadmap™ - Getting a company's entire vision, from core values, purpose, mission, and BHAG (Big Hairy Audacious Goal) to SWOT (strengths, weaknesses, opportunities, and threats), to three-year focus areas to one-year initiatives to 90-day tactical priorities is a critical step toward alignment of the executive team and then the entire company. Too many companies spend two and three days each year in retreats to come up with grandiose strategic plans that far too often then gather dust on a bookshelf during the year. Every strategic plan must be dynamic, and there must be a way to translate all of the long-term visionary elements into practical bite-size pieces that an organization can accomplish in short bursts. The Execution Roadmap™ captures everything from most strategic to very tactical on one page and provides a clear roadmap for executive team leadership.

Outcomes:

The Execution Tune-up provides understanding, simple and practical tools and a methodology, The Execution Maximizer™ that every CEO can use on his own with his executive team to gain alignment and actually execute his/her plan and achieve concrete results.

360° Leadership Assessments Drive Strategic Execution and Results

The 360° Leadership Assessment program provides clear understanding that CEOs can use to evaluate and implement leadership development to execute their strategic plan.

Read more

 

360° Leadership Assessments Drive Strategic Execution and Results

 

Overview:

I hear more questions and confusion about 360° Leadership Assessments than almost any other kind of assessment tool. The key is the right kind of 360° assessment done for the right reasons, and this program will clear up some of the fog surrounding these, from a CEO's perspective.

The right kind of 360° leadership assessment is a developmental tool that will help leaders identify leadership areas in which they could benefit from some focus and work. Since none of us are born perfect leaders, it is virtually always helpful to know how we are doing - not from our own, often rose-tinted self-assessment, but in the eyes of the people around us who see us leading every day. In order to ensure that honesty drives the result, 360° leadership assessments should be anonymous from the participant standpoint, and from a recipient's point of view, they should be seen as developmental and never tied to bonuses, salary increases or used in a punitive manner (i.e. to try and document a case for a termination).

Outline:

The key topics covered include:

  • What is a 360° Leadership Assessment? The real world of these assessments from a CEO’s perspective
  • What a 360° Leadership Assessment is not. Realistic expectations are essential in achieving the right kind of results.
  • Why should a CEO embark on a 360° Leadership Assessment process? What is the ROI on the time and cost? How should a CEO justify the commitment and where should benefits show up.
  • How to do a 360° Leadership Assessment process the right way. Following a best practices process makes all the difference in the world in getting a return on the investment.
  • Typical reactions to embarking on a 360° Leadership Assessment process. Some of the push-back CEOs will encounter when initiating a 360° Leadership Assessment process.
  • What to look for when selecting a 360° Leadership Assessment process. What are the non-negotiable attributes a CEO should look for.
  • Reporting results and creating action plans for development.

 Outcomes:

The 360° Leadership Assessment program provides clear understanding in simple business language that every CEO can use to evaluate and implement leadership development to execute his/her strategic plan and achieve concrete results.

The Five Dysfunctions of a Team

Participants will leave with an understanding of why teamwork in companies is such hard work and requires a top-level commitment to specific individual and team behaviours.

Read more

 

The Five Dysfunctions of a Team

 

Overview:

As best selling author Patrick Lencioni says in his third book of the same title, being a team is a choice not a requirement for running a business. Jim Alampi presents the team five dysfunctions model to help CEO’s understand the implications of this important decision on their company and its future.

Outline:

  • The differences between teams and workgroups

  • Measuring team behavior and performance
  • The five aspects of teams: trust, conflict, commitment, accountability, results
  • Setting a baseline and improving executive team performance

Alampi explores the important choice for a CEO and his/her executives to be a team, including the hard work and healthy behaviors that are required. He shares Lencioni’s model in depth, using information gathered from each participant prior to the meeting to demonstrate how to assess team performance on five broad dimensions and in thirty-eight specific behaviors.

Outcomes:

Participants will leave with an understanding of why teamwork in companies is such hard work and requires a top-level commitment to specific individual and team behaviours. Moving from what Jim Collins calls “A genius with a thousand helpers” (Good to Great) to a team-lead organisation takes patience and a whole new approach for most owner/CEO’s. Alampi shares specific steps participants can use to bring other executives into the leadership and decision-making process and get a group of executives to shelve their individual agendas for a single, company-level one.

The Execution Tune-Up: Executing Your Vision and Getting Results

This workshop provides simple, practical tools and methodology, that CEOs can use with their executive teams to gain alignment and achieve concrete results.

Read more

 

The Execution Tune-Up: Executing Your Vision and Getting Results

 

Overview:

Every CEO has a vision for his or her company; that is the easy part! Few companies ever fail because there wasn't a vision; they fail because they can't execute the vision and get concrete business results. As someone once said, "Vision without execution is hallucination." And as Jim Collins said in Built to Last, "Great performance is about 1% vision and 99% alignment," so the secret isn't having some unique or phenomenal vision. It is creating a vision, getting everyone to understand it and their role, and then executing like crazy.

Outline:

Barriers to Growth - Every company hits very predictable walls as it tries to grow profitably. These walls can't be avoided and each one presents a new challenge to executive teams in terms of leadership skills, infrastructure required, and marketplace dynamics. The key is to know when a company will hit its next wall, and what to start doing in advance to get ready to get over the wall as painlessly as possible and get back to profitable growth. The Execution Tune-up provides clear understanding of these walls, their causes, where they occur and what CEO's should do to prepare themselves and their leadership teams to climb over these walls quickly.
 
Rockefeller Habits - Strategic execution is the name of the game for effective implementation of any vision. Translating the long-term vision and strategies into short-term goals and tactics that every employee understands and supports is the payoff. Verne Harnish (founder of YEO) wrote the book on these simple, practical tools that every great company CEO and executive team use to set priorities, utilize the right metrics, and establish an effective executive team meeting rhythm. Implementing these habits is a huge first step in preparing for the walls that can become barriers to profitable growth.
 
CEO and Executive Leadership - In today's fast-moving, complex environment, executive teams and companies have to be both smart and healthy. Smart is actually the easy part; getting a group of smart executives to work together in a healthy manner is not only the challenge but how to become a great company. There are four specific steps for working on the healthy side of executive teams.
 
The Execution Roadmap™ - Getting a company's entire vision, from core values, purpose, mission, and BHAG (Big Hairy Audacious Goal) to SWOT (strengths, weaknesses, opportunities, and threats), to three-year focus areas to one-year initiatives to 90-day tactical priorities is a critical step toward alignment of the executive team and then the entire company. Too many companies spend two and three days each year in retreats to come up with grandiose strategic plans that far too often then gather dust on a bookshelf during the year. Every strategic plan must be dynamic, and there must be a way to translate all of the long-term visionary elements into practical bite-size pieces that an organization can accomplish in short bursts. The Execution Roadmap™ captures everything from most strategic to very tactical on one page and provides a clear roadmap for executive team leadership.

Outcomes:

The Execution Tune-up provides understanding, simple and practical tools and a methodology, The Execution Maximizer™ that every CEO can use on his own with his executive team to gain alignment and actually execute his/her plan and achieve concrete results.

360° Leadership Assessments Drive Strategic Execution and Results

The 360° Leadership Assessment program provides clear understanding that CEOs can use to evaluate and implement leadership development to execute their strategic plan.

Read more

 

360° Leadership Assessments Drive Strategic Execution and Results

 

Overview:

I hear more questions and confusion about 360° Leadership Assessments than almost any other kind of assessment tool. The key is the right kind of 360° assessment done for the right reasons, and this program will clear up some of the fog surrounding these, from a CEO's perspective.

The right kind of 360° leadership assessment is a developmental tool that will help leaders identify leadership areas in which they could benefit from some focus and work. Since none of us are born perfect leaders, it is virtually always helpful to know how we are doing - not from our own, often rose-tinted self-assessment, but in the eyes of the people around us who see us leading every day. In order to ensure that honesty drives the result, 360° leadership assessments should be anonymous from the participant standpoint, and from a recipient's point of view, they should be seen as developmental and never tied to bonuses, salary increases or used in a punitive manner (i.e. to try and document a case for a termination).

Outline:

The key topics covered include:

  • What is a 360° Leadership Assessment? The real world of these assessments from a CEO’s perspective
  • What a 360° Leadership Assessment is not. Realistic expectations are essential in achieving the right kind of results.
  • Why should a CEO embark on a 360° Leadership Assessment process? What is the ROI on the time and cost? How should a CEO justify the commitment and where should benefits show up.
  • How to do a 360° Leadership Assessment process the right way. Following a best practices process makes all the difference in the world in getting a return on the investment.
  • Typical reactions to embarking on a 360° Leadership Assessment process. Some of the push-back CEOs will encounter when initiating a 360° Leadership Assessment process.
  • What to look for when selecting a 360° Leadership Assessment process. What are the non-negotiable attributes a CEO should look for.
  • Reporting results and creating action plans for development.

 Outcomes:

The 360° Leadership Assessment program provides clear understanding in simple business language that every CEO can use to evaluate and implement leadership development to execute his/her strategic plan and achieve concrete results.

This speaker currently has no keynotes. Please check back soon.

This speaker currently has no retreats. Please check back soon.

Privacy Policy Settings

  • Required Cookies
  • Performance Cookies
  • Functional Cookies
  • Advertising Cookies
These cookies are essential in order to enable you to move around the Sites and use its features, such as accessing secure areas of the Sites and using Vistage’s Services. Since these cookies are essential to operate Vistage’s Sites and Services, there is no option to opt out of these cookies.
These cookies collect information about how visitors our Sites, for instance which pages visitors go to most often. These cookies don’t collect information that identifies a visitor. All information these cookies collect is aggregated and therefore anonymous. If you do not allow these cookies we will not know when you have visited our site, and will not be able to monitor its performance.

Cookies used

Visual Web Optimizer
These cookies remember information you have entered or choices you make (e.g. as your username, language, or your region), and provide enhanced, more personal features. They may also be used to provide services you have asked for such as watching a video or commenting on a blog. They may be set by us or by third party providers whose services we have added to our pages. If you do not allow these cookies then some or all of these services may not function properly.

Cookies used

Google Analytics
Hubspot
These cookies are used to make advertising more relevant to you and your interests. The cookies are usually placed by third party advertising networks. They remember the websites you visit and that information is shared with other parties such as advertisers. If you do not allow these cookies, you will experience less targeted advertising.