In today’s demanding business environment (cost pressures, flatter organizations, more direct reports, “speed to market” as a competitive advantage, etc.) you have limited opportunity to devote time and energy to your own development. Most leaders struggle to meet all of the responsibilities of their positions and are too busy and too stressed to step back and learn from their experiences – or to implement changes that establish best practices. The one thing that is in no one’s best interest is for you, as a leader, to forsake your own learning and development – no matter what level you may be. In the current environment, Executive Coaching is one sure-fire way you can continue to develop your executive-level skills, as well as address your developmental and growth needs (which impacts the entire organization), while continuing to run your organization on a day to day basis. Continue Reading…
Archives For Change Management
Innovation. Integration. Motivation.
Three simple words… however, implementation is extremely complex and rarely executed.
In today’s challenging environment, leadership has never been more complex. As leaders, we are the Commanders of our troops and have a responsibility to ensure we are consistently pushing forward to ensure victory. While the obvious route is to cut costs, limit availability of resources, manage cash efficiently and hold down the fort until reinforcements arrive – this is merely defensive maneuvering. It is absolutely essential that we, as leaders, recognize that we cannot win the war of sustainable competitive advantage without going on the offensive to courageously engage people as a competitive weapon to ensure we are victorious. Continue Reading…
We go to business school to learn all the right skills, but are we actually taught the right skills? Are young people coming to us from University adequately equipped to work in our world? Of course we all need to know the fundamentals of basic business management, but what about those critical, but less obvious, competencies that leaders (formal and informal) must know in order to succeed? What are those essential skills not taught in business school that often cause high potential leaders to derail and never achieve their potential?
I was listening to Condoleeza Rice at an event this morning and she had some very interesting points regarding education (in addition to being a past Secretary of State, she has also been a University Provost and is currently a Professor at Stanford). She recognized the need to tighten the relationships between academia and business to better prepare people for the workforce they are entering… while also recognizing the enormity of such a lofty agenda. In my humble opinion, here are a few important aspects of leadership that are not taught in business school, but could definitely benefit from integration: Continue Reading…
Becoming a great leader is more than just a title – it is hard work. It requires unprecedented levels of innovation and a commitment to the organization and its constituents, as well as the ability to continually inspire and motivate others to succeed. One key way to achieve ongoing innovation and sustainable results is through the creation of an execution culture.
You, as a leader, have an opportunity to accelerate progress in your organization through the deployment of Rapid Result Initiatives (RRI’s), which can be used to:
- Increase current performance
- Strengthen collaboration
- Facilitate innovation
- Demonstrate success in the process of executing your long term vision and mission
RRI’s are small, high-leverage, short-term projects that generate immediate impact and measurable results, while tapping into hidden capacity and building momentum to drive large-scale change – usually in 100 days or less.
Exceptional leaders understand they must calculate their steps and fully understand what they have and how to use it most effectively to continually move forward. One very beneficial way to do this is to structure your organization as a portfolio of RRI’s leading to the achievement of ultimate vision. This approach creates the opportunity to pursue strategically critical goals that deliver real impact, while linking directly to the long term plans and objectives of the organization. Each RRI becomes a vehicle for achievement, learning, and the advancement of long term goals.
The core of Rapid Results Initiatives involves working with your teams to set and achieve small, but aggressive, goals in one or more key areas of performance. From this perspective, they are compelled to tap into hidden reserves of capacity and energy to get the job done, taking action and testing assumptions to determine how to best achieve the desired objective on a compressed timeline. Through a succession of fast-paced, results focused initiatives, you can make remarkable gains toward major goals and objectives.
We hear about vision, mission statements and values often enough, but why are they so important? Similar to Alice unsuccessfully trying to open the door to Wonderland, you must have the right keys to shape your company’s culture and reflect what you stand for. They are the essence of your identity as an organization – your principles, beliefs, philosophies… and how you do business. Woven into the fabric of its culture, every work environment should strive to encourage positive values and discourage negative influences that affect behavior and outcomes. We all possess a moral compass, defined via our values, which directs how we treat others and conduct ourselves. As an organization, this can be a powerful tool to shape culture. Ultimately, it does not come back to the company, but its people…
Arguably self-awareness and integrity are an important subset of values, but self-awareness and the pursuit of the truth are so important that they should be on every company’s list of values. If integrity is best described by C.S. Lewis as “doing the right thing, even when nobody is watching,” having the ability to be completely honest about your own strengths, weaknesses, and biases is critical. In developing an authentic, sustainable culture this applies not only to the leadership team, but to every single employee. Self-awareness and integrity are easy to lose… and hard to win back. When cultures are failing there are root causes that must be identified, but that can rarely be fixed quickly – and certainly not by policy and procedural changes. During challenging times, leaders tend want to drink from the blue bottle and — ta da! – see that the company culture is fixed. Unfortunately, building, evolving and transforming cultures takes both time and hard work.
Here are 6 core “keys” that will help you to build toward an amazing organizational culture:
Building and maintaining a strong, resilient organizational culture is one of the few phenomena that is truly all inclusive. Creating a successful company ethos depends on the positive collision of the right people (at all levels) and the right context. But what does it actually take to create a sustainable, remarkable company culture? The answer is complex, so over the next two weeks, we will look at culture first from a larger organizational perspective… and then again at ground level.
“It’s complicated” … A common response to developing organizational culture.
The lack of a clear, simple response as to how to build and sustain organizational culture is the reason most companies don’t have a great culture. All leaders theoretically want a great culture… and believe, if they repeat it enough, it will magically happen. However, wanting an amazing corporate culture and being willing (and committed) to creating one are two vastly different things.
Why? It’s just not obvious how to create a great organizational culture. After helping many clients through this exact same challenge, we know that there are some critical components in developing and maintaining an exceptional company culture.