There are good reasons to reorganize, adjusting and aligning capabilities to serve clients and ever-changing markets, yet the leadership team itself is the organizational unit that is least discussed, and least affected by organizational restructuring. How do you and your leadership team ensure that you are doing what’s right for the business and your customers, instead of taking care of yourselves?
It only makes sense that if you add new priorities to this year’s strategic agenda, you need conversations about what you are going to say no to. If you don’t, soon you’ll find yourself in the situation with too many priorities or that everything is a priority. Of course, this means nothing is a priority. How do you ensure that you do not overstuff your “strategy closet”?
50% to 70% of executives that step into a new senior position won’t make it to their two-year anniversary, according to the Corporate Executive Board. Here’s some sound advice to ensure that fresh start executives become great start executives.
This holiday wedding story is a gentle reminder of what happens when we fail to recognize how important our contribution is to the customer, a teammate, and our organization.
Operational expertise, strategic thinking, and working with others are valued assets in the leadership team,yet when executives play to their strengths too strongly and resist the call to become a balanced player, executive teams struggle. How do you encourage your leaders to expand beyond their strengths to become balanced players?
All too often, the s.m.a.r.t. goal setting process is simply a word smith exercise to maintain the the status quo. Learn the real art of s.m.a.r.t. in this post.
Executives often say that when they look back at their team transformation process, the fireside chats, with its non-judgmental atmosphere, were team-tipping points for them. How do you get to the real heart of the emotions, concerns, and ambitions of your leadership team?
Business breakthroughs don’t just happen. How are you and your executive team setting the example for breakthrough thinking, acting, and results in your organization?
Continuous improvement is the hallmark of successful organization. How does your executive team set the example and tempo for continuous improvement in your organization?
How often have we watched people from the same organization, talk to each other in the same language and still take different meanings from the conversation? Here’s a gentle reminder that what you say isn’t always what people understand.