Are you carrying hidden agendas in your executive team? Hidden agendas in your executive team can cripple to your organization’s performance. Don’t waste energy and time carry hidden agendas in your executive team or anywhere in your organization, here’s a suggestion how to deal with them.
What does your team appreciate and value about the way you lead the mid-year performance appraisal process? Those insights may help you create an ownership culture in your team and organization.
Breakthrough learning locations, I look for off-site venues that are conducive to breakthrough learning and results – so if you have a leadership team that is looking for fertile ground to take their next big steps, I can highly recommend the Spread Eagle Hotel & Spa in Midhurst.
Even if you are super careful about how you use social media, hackers can still find a way to breach your security. Here’s a short story about what happened to me and how you can steer clear of a hacker’s wrath.
Nesting can happen quickly in the executive team. It diminishes initiative and ownership in the organization. If you sense the symptoms (see last week’s post) of nesting in your executive team, here are five “anti-nesting” strategies to get your executive team back on track.
Are you struggling to deliver on your strategy? Is there a Lack of urgency in your organization? Your executive team could be suffering from “executive nesting”. Read more here.
Help your people find the courage to be themselves. This means knowing what you want, saying what you think and being in the moment with the people around you. Do not hide behind tools or busy yourself with diagnostics that take your eyes of the real issues. Resist the seduction of standardization that can infest organizations.
Stop worrying about having a small team, a small territory, or being part of a small organization. It’s not the size of your team, or your organization that matters, it’s the size of your ideas.
Gallup has done much work in this area and their research shows that roughly 70% of the variance in employee engagement is linked to the experiences they have with their boss. A bad boss is good business, unfortunately not for the boss’s company!
Results-oriented structures important because they ensure 1) clear roles and responsibilities, 2) an effective communication system, 3) defined feedback loops and 4) clear decision-making processes. As signature strength, how is a results-oriented framework showing up in your leadership team?