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Dr Earl R Smith II
Works at Growthers
Attended University of Strathclyde
Lives in Washington, DC
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Dr Earl R Smith II

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“Varley is expanding its already extensive footprint in the American defense & aerospace marketplace. Our strategic partnership will open new markets to CTC and EVC, and leverage our strong reputation for developing high-quality solutions to hard engineering challenges,” said Earl “Chief” Smith II, PhD, SVP for Strategic Initiatives, Varley USA. “In CTC and EVC we have found an ideal partner. The partnership presents us with a unique opportunity to achieve great things together.”
FOR IMMEDIATE RELEASE Contacts: Earl “Chief” Smith II, PhD, Varley USA, (202) 559-7403 or Chief@VarleyGroup.us Mary Bevan, Concurrent Technologies Corporation, (814) 269-2490 or bevanm@ctc.com  Varley Group and its Subsidiary, Varley USA, Inc. Form ...
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Dr Earl R Smith II

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What makes my job particularly interesting is that the Varley Group is an Australian engineering firm and the strategic partnerships which we are seeking to establish are with US engineering firms. 
By Dr. Earl R Smith II, PhD SVP, Strategic Initiatives, Varley US As Senior Vice President for Strategic Initiatives for the Varley Group, I am focused on generating mutually beneficial arrangements through strategic partnerships. Many of you may have ...
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Dr Earl R Smith II

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“You know what your trouble is? You are living in one world while trying to make progress in another.”
Dr. Earl R. Smith II DrSmith@Dr-Smith.com Dr-Smith.com You think you see. But do you really? Look again. ~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~ That was how one of my early mentors once challenged me. I was dealing with what I thought was the problem ...
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Dr Earl R Smith II

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Executive Business and Corporate Coaching methods is a highly effective way to rapidly increase an employee’s performance. For example, current research shows that approximately 87% of businesses in the UK utilize executive coaching services. Companies are realizing that executive coaching is a high-return investment in key personnel.
Dr. Earl R. Smith II DrSmith@Dr-Smith.com Dr-Smith.com Over the years, I have worked with dozens of executives and companies - most focused on improving the value of individuals and teams. During that time I have seem an increased understanding of ...
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Dr Earl R Smith II

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I was approached by a CEO who wanted to do a mid-career check up. The idea was to take stock of his experiences (success and failures) and to chart a course forward. As the person was too young for a mid-life crisis, I decided to take the engagement. My reasons were, 1) the request was novel as most people wait until they are in deep trouble before seeking out a coach, 2) he wanted to focus on his limits and potential rather than the rest of the world (a lack of paranoia is always a strong recommendation), and 3) he had a clear set of metrics in mind for the engagement.
Dr. Earl R. Smith II DrSmith@Dr-Smith.com Dr-Smith.com How often have you suddenly realized that what others clearly saw missed? It happens to all of us and is particularly unsettling when it is something of importance. I encounter this kind of ...
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So what’s the problem Chief? Well, there are two. The first, and a subject of a later column, is that people get titles far beyond their experiences, capabilities and competencies … and that creates real problems later on. The second, and my focus here, is that the job description for the CEO as ‘Chief of Everything’ becomes inherently limiting of the company’s future. Here is a way that you, CEO, might understand what I am getting at. Let’s take a quick trip into the realm of complexity theory for a fresh, and possibly liberating, view of the landscape.
Dr. Earl R. Smith II DrSmith@Dr-Smith.com Dr-Smith.com Most of my early-stage advisory engagements initially focus on helping the 'CEO' understand what it means to be a CEO. That understanding - or lack thereof - can have a determining impact on a ...
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Dr Earl R Smith II

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Senior directors have the responsibility for clear thinking and providing continuity in strategy and policy. Senior leaders also have the responsibility for engaging new directors and encouraging new ideas in strategy discussions. 
Dr. Earl R. Smith II DrSmith@Dr-Smith.com Dr-Smith.com In my work with boards of directors, the issue of developing a reliable source of leadership comes up often. Boards need a combination of very high quality homegrown and off-site talent in order ...
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Dr Earl R Smith II

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My life-coaching clients have ranged from very senior and successful executives to people just starting out in life. One client – a very successful CEO – was making more money than he ever expected to. However, he felt that something was still missing. On the surface, his life appeared to be full and fulfilling. He had a good marriage, a family and occupied his free time with volunteering and interesting hobbies. He was looking for his purpose – wanted to find his passion.
Dr. Earl R. Smith II DrSmith@Dr-Smith.com Dr-Smith.com Finding your path starts with finding your center. The hard truth is that other people are of little help on that inward journey of discovery. You have to do the heavy lifting yourself before you ...
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Where the first engagement was inward-looking; the second was outward focused.
The realizations that were reached by both of my clients at roughly the same time had many similarities
Dr. Earl R. Smith II DrSmith@Dr-Smith.com Dr-Smith.com Sometimes breakthroughs come in pairs. By that I mean that two of my clients seem to reach similar realizations at almost the same time. I always wonder when this happens. Specially when the ...
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The patterns are very clear if you know how to look for them. If you miss them, the experience can be very expensive.
Dr. Earl R. Smith II DrSmith@Dr-Smith.com Dr-Smith.com A Lesson Learned Many years ago, while I was working on Wall Street, I had the great good fortune of having a mentor who took the time to explain the world as he understood it. At the time, I ...
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Dr. Earl R. Smith II DrSmith@Dr-Smith.com Dr-Smith.com There are lessons to learn from listening to what people say - and sometimes those lessons go well beyond what has been said. ~~~~~~~~~~~~~~~~~~~~~ Some 90% plus Americans say they believe in ...
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Management dishonesty is one of the top reasons why employees leave a company. This is most often due to employers, managers and supervisors lying to them.
Dr. Earl R. Smith II DrSmith@Dr-Smith.com Dr-Smith.com A successful manager is the one who is able to get the strongest performance from his team. Most high-performance managers have employed an executive coach during their rise to the top. One of ...
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People
In his circles
718 people
Work
Occupation
Managing Partner
Employment
  • Growthers
    Managing Partner, present
Places
Map of the places this user has livedMap of the places this user has livedMap of the places this user has lived
Currently
Washington, DC
Previously
Stonington, CT - NYC - Glasgoiw, Scotland - Seoul, Korea - Birmingham, England - Arlington, Texas - Barcelona, Spain - Atlanta, Georgia - Los Angeles, California - Charlotte Amalie, USVI - Austin, Texas - Tokyo, Japan - Paris, France - Madrid, Spain - Cairo, Egypt
Story
Introduction
Dr. Earl R. Smith II is a proven entrepreneur, seasoned senior executive, political and social theorist, published author and speaker. A veteran of Wall Street, he founded two non-profit and six for-profit companies. His experience includes designing and organizing companies, business/technology management, team building, strategic alliances, negotiating complex arrangements, governance & compliance, resourcing & financing, mergers & acquisitions, management/team/board assessment, coaching and strategic and tactical planning and implementation. His experience includes designing and organizing companies, business/technology management, team building, strategic alliances, negotiating complex arrangements, governance and compliance, resourcing and financing, mergers and acquisitions, management/team/board assessment, coaching and strategic and tactical planning and implementation. Dr. Smith also specializes in turnaround situations.
Education
  • University of Strathclyde
    PhD in social and political theory
  • MIT Sloan School of Management
    Masters of Management Science
  • University of Texas at Austin
    BA in Business Administration
  • Univiersity of Conn
    3 years undergraduate in Chemistry
Basic Information
Gender
Male
Other names
Chief