Archives For winning results

Being 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, teams 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.

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Let’s talk about what it means to work Across Boundaries…. because the reality is that it can mean many things to many people.  In my world, working across boundaries is about lateral thinking… really comprehending that you are a single piece of a much larger puzzle and that your piece has a significant impact on the larger whole. It also means having the capacity to move across those boundaries to absorb knowledge from one context or discipline and apply it back into your area of expertise to create a free-flow of information – increasing your knowledge and the potential to “create a better mousetrap”. Think Leonardo DaVinci:

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Working across boundaries, more than anything else, means working together to solve problems that cannot be solved ~ or easily solved ~ by a single person, department or business unit.  It is critical that you, as a leader, consider (and learn from) the overall system and expect every person across every department to work together to figure out how to improve the overall experience for customers both internally and externally – the rest will naturally follow. The reality (whether you want to acknowledge it or not) is that you are part of a system… a network… an interconnected structure involving many people and multiple linkages.  Without each component part of the whole, there is little to offer the customer… or the market.

Despite the necessity of collaboration,  organizations are complex – engaging across boundaries can present several challenges. Because Networks are inter-organizational, cross-departmental and interpersonal, different stakeholders across that network have differing:

  • Points of view (by default)
  • objectives and missions
  • micro-cultures and perspectives
  • methods of operation – purpose, policies, procedures and systems.
  • financial models (i.e. cost centers versus profit centers)
  • degrees of power
  • challenges/opportunities
  • decision-making capacities
  • Sources of conflict within network and with the customer

Despite the challenges, continually improving organizational performance is what matters and that can only happen with collaboration across both horizontal and vertical boundaries. It is critical for your company to get everyone working together in order to “build that better mousetrap”. We all know how important it is to work effectively across organizational boundaries, however multi-functional, multi-cultural, multi-level teamwork is unnatural. The innate tendency of organizations is to optimize within a business unit or department rather than understanding that every aspect of the company is part of a living system and optimizing for the global customer experience or enterprise acceleration. Too often, the sum of the parts doesn’t create a high-performing whole. Getting people to collaborate and learn from one another across boundaries typically requires a crisis… or aggressive edicts from organizational leadership (which can also backfire if not delivered appropriately).

Suppose for a moment you are the Chief Operations Officer of a multinational company and you want to improve the experience of customers worldwide, while also reducing the cost of overall operations. Who do you need to involve in improving the process?

Product Development creates the product…

Operations produces it…

Sales sells it…

Legal reviews it and creates the contracts…

Implementation Management implements it…

Customer Relations maintains the relationship after the sale…

Finance invoices and tracks financial progress…

BUT the customer will ultimately pay for the product and decide if you are a good partner overall.

In a typical scenario, each department is a separate business with its own objectives, business practices, culture, and information systems.  However, without all the component parts coming together to deliver the product or service, there is nothing to offer the market.  As a leader facilitating people working effectively across boundaries you need to understand, accommodate and help people understand that:

  • Departments and their people have ongoing, critical inter-dependencies that require cross-boundary interactions on a regular basis
  • It is natural that every department or business unit will have both common and competing goals – they must find common ground and “third best ways” of operating for organizational and customer benefit
  • As part of an integrated workplace, your people work in an elastic environment – groups will expand and contract as needed
  • Members need to be both participative and authoritative, depending on the circumstance
  • People need to see both the forest and the trees – understanding the system as a whole is critical, but they also must consider the people and components within the system in order to be successful
  • They must balance advocacy and inquiry, again depending on circumstance

If your organization truly wants to maximize shareholder value (and be around in another 10 years), continually working across boundaries to improve organizational results and the customer experience is the answer – which will drive competitive advantage, revenue and contract viability.

With the inherent challenges  (and opportunities) that come with working across boundaries:

How can you, as a leader,  leverage a multi-functional, multi-level, multi-cultural network of people to optimize overall operations… rather than optimizing each business units objectives?

How can you create an environment that embraces  the objective of cost reduction, while at the same time “thrilling” the customer?

And how do you do this when changes to the system may create winners and losers – internally and externally?

Leonardo da Vinci once said:

“I have been impressed with the urgency of doing. Knowing is not enough; we must apply. Being willing is not enough; we must do.”

He was right. Taking action is critical to enhancing operations and elevating the customer experience. Every single BU has the capacity to see through “new eyes” and gain new perspective by working within the system, as opposed to working only within its own boundaries. Remember – Arms, Wings, Flying Machines… the possibilities are endless!

Please engage the discussion and let us know how you view working across boundaries.

Stay tuned – we will discuss the answers to these questions!

Have questions or need an expert to help you in your global organization? Contact me at SheriLMackey@gmail.com.

Slide1Hello All.

I realize I have not written much over the past year due to increasing business demands, as well as making the recent decision to sell our business, Luminosity Global Consulting Group. Given my incredible expedition so far, I am so excited to see and experience what comes next…

Over eight years ago, we launched Luminosity Global with the idea that we would enable executives to move toward their impossible future, while optimizing their people, process and programs on a global scale. Approximately one year ago, we were fortunate enough to have a corporate entity approach us and offer to acquire The Global LABB, our proprietary leadership platform built for Luminosity clients. Now, another year has passed and once again, we have had an amazing offer to purchase our consulting group.

As a result, I am excited to explore new opportunities and potentially move back into corporate life. While I have absolutely loved conceptualizing and seeing Luminosity grow into an incredible entity of its own, this is an amazing opportunity to pursue a new path in my career – one that will enable me to make a lasting impact on people, process and programs from a very targeted perspective. I am so incredibly excited to move into the next phase of my professional life… to see what adventure lies ahead. I feel so fortunate to have had the remarkable experiences I have had, yet I can feel the pull to move toward my own impossible future!

To each of you – never be afraid to change direction in unexpected way and go forward in the expectation that you can always become an even better version of yourself – if you give yourself the opportunity to do so!

I will continue to blog, as time permits, as I truly enjoy sharing my thoughts and insights with each of you – as well as receiving your questions and comments. Please continue to reach out with any questions or comments you may have. You can always contact me through Leadership Across Boundaries and Borders, as well as at sheri@sherimackey.com and I will always respond in kind.

Best Regards,

Sheri

Successful Strategy

November 9, 2017 — Leave a comment

GlobalSolutions

I was in a meeting with a senior executive recently, when he shared his concern that the processes and approaches the company is using to develop the corporate strategy may not take the business forward as planned, but backward. As we discussed his challenges, there were some key gaps that the organization was likely to fall into that could easily be avoided with a strong planning process. So, here are a few of the more prominent reasons organizations fall into the strategic planning gap…How many of these are evident in your business?

Reason Number 1: Lack of leadership engagement

One important reason behind a company’s inability to create a visible and viable strategy is that, frequently, key senior leaders are not appropriately engaged in the development process. This frequently means that critical success factors are not considered, priorities are unclear, and incomplete strategies are developed. Leaders must immerse themselves in the process to understand how the gears of the business engage – how their domain aligns to and fits with the other critical pieces within the corporation.  Critical insights and knowledgeable contributions regarding all aspects of the business will provide the pivot point for the strategic planning process – key decisions emerge from a compilation and understanding of leader’s perspectives. Companies often believe that strategic plans can be developed in one or two day strategic planning sessions – this is simply not true. Strategic planning is a dedicated process that is developed over a period of time with all senior leaders engaged and participating – not to mention, an ongoing process that drives the ability to stay ahead of the competition.  Without a strong process for engaging leaders and formulating strategic plans as a unit, companies often end up with plans that are meaningless from a strategic point of view.

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As those who have been reading this blog for a while know, my passion is global business. I love to travel and interact with different people from different places.  Everywhere I go (and I have lived, worked or traveled to over 70 countries), I truly enjoy observing distinct cultures and taking away lessons learned from each place and every culture I engage with.  In

Vienna

fact, a good deal of my life’s work is based on this very concept.

This summer, while attending Board Meetings in Vienna, I had the privilege of engaging with several colleagues – global executives and academic experts – to discuss some rather interesting views relating to the differences in business perspectives between Eastern Europe and the rest of the world.  It became interesting as the various views on doing business in different regions shifted… but today, Vienna:

Vienna is a beautiful city filled with exquisite buildings, powerful opera halls, sophisticated clothing and incredible art. The Viennese people themselves, without a doubt, embody “Culture” with a Capital C. From high art to street art, from music to theater, dance to interpretive movement, architecture to fashion – it’s all there…and it’s simply a way of life.

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Winning

June 21, 2017 — Leave a comment

Slide1Are you one of those 100’s of thousand’s of “leaders” out there who are merely meeting your established goals and collecting a paycheck?  Isn’t there more to life? Shouldn’t you be seeking to maximize your own potential, walk in your own greatness, and WIN at the great game of business? It seems to me that there are actually many parities between great leadership and coaching the best professional athletes…

How would you feel knowing YOU make the impossible possible? Can you imagine the difference YOU could make if you were the best leader you could possibly be? What would it feel like to wake up every day energized by the idea of the amazing things YOU are achieving at work… and in life? To have a plan to overcome your biggest obstacles to create and deploy championship-defining strategies? To create your legacy as a game changer instead of just a game player? To know every day that YOU, yes YOU, are making a real and significant difference!

Well, here are some realities of what it takes to WIN as an exceptional leader, much the same as coaching a world-renowned sports team: Continue Reading…