Strategy often stumbles because it’s complicated, confusing and difficult to recognize. If you want a great read about the history of the ice cream truck, check out Michael’s article. It may challenge you to create clear and compelling strategic messages for your business.
If you or any other senior executive, complain that they don’t get the buy-in they expect from their executive team or are concerned that they don’t get constructive push back from their executive colleagues, it could be an opportunity to look at how well “the ball” is being shared in the executive team.
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.
How do use your muscle, or power, as a leader? To drive immediate action or influence others to act?
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.
There are many reasons to create an ownership culture in your organization. There is no reason to start this anywhere except in the executive team.
How do you build a company that improves every day? One meeting at a time.
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?
Heavy lifters are in the middle of everything, and if you are in the middle of everything, you are not managing the few things that only you can do.
Learn an offensive approach to mastering information overload. Instead of become a creature of circumstance, falling for quick clicks and becoming easily distracted, start using the 3Cs.