When we protect or hoard old habits, business practices or obsolete programs, it prevents us from reaching out and taking hold of something new, more satisfying, and more valuable.
When team conversations and discussions become too internally oriented, they are focusing on what I call artificial challenges. Teams that have an outward-bound orientation (customers, new opportunities in the marketplace) focus on natural challenges, outside the business.
Fractional leadership practices emerge when leadership teams don’t play at their best. This, in turn, prevents the entire organization from playing at its best, and can lead to disappointing company results. Here are early signs of fractional leadership in the making:
Only one out of five executives believe they are part of a high-performance leadership team. Seven out of ten leaders do not feel they get any real value from the leadership team they are a part of. Something is missing.
What’s needed to break the rat race of busy but not bold, routine reporting and status quo results? When will someone say stop; there is another way we can lead ourselves, this team, and our business?