About this item
As a senior executive for a major department store chain, Steve Goldstein was shocked to find snowblowers for sale at the company's Miami store. When Goldstein asked a salesman on the floor how long this had been going on, he replied, ''I've been here for thirty years, and we've been getting them since I've been here.'' For Goldstein, this one snowblower experience crystallizes all the dysfunction he has seen in business over the course of his career. Whether it's having snowblowers for sale in a place where it never snows or a more pervasive issue--like having so many meetings scheduled there's no time left to actually solve any problems--dysfunction within large organizations is so prevalent that most people either accept it as an inevitable fact of corporate life or assume someone else will deal with it.
About the Author
Steven D. Goldstein helps improve companies' performance through renewed engagement and laser like focus. He has over thirty-five years of experience working as an operating executive at both global Fortune 500 corporations (including as Chairman and CEO of American Express Bank) and midsize companies, as well as advising private equity firms with their portfolio companies. His special talent lies in unleashing companies' hidden assets, transforming employee and customer engagement, and accelerating the pace of decision-making and change.
He currently serves as Chairman of US Auto Sales, as Senior Advisor to Milestone Partners, and as an Industrial Advisor to EQT Partners. Goldstein also advises leaders about engagement and performance improvement, and is a sought-after public speaker.
Steve earned his BA from City College of New York and his MBA from New York University's Stern School of Business. He lives in New York City.
