Sentient Strategy was released earlier this year and is a must read for strategy minded leaders. His insights are anchored in business experiences, span.ning many decades and even if you don’t agree with every insight, you will find that this is a strategy resource that provokes and stimulates strategic thinking and acting.
How well does the leadership team fulfil the expectations and objectives of your strategy? Over the next four weeks, I’ll share some blockbuster strategy resources to help any leadership team sharpen their strategy game.
Hidden agendas cripple organization’s performance. They discourage people from being open and honest. How do you address and manage hidden agendas in your leadership team?
What’s a collaborative climate “smell” like? Here are the five essential elements of a highly collaborative meeting environment. Can’t smell the aromas yet? Then read on.
Meeting after meeting, after meeting. How can you show up, over and over again, at each and every meeting focused and prepared? Check out these tips to help turbo charge you before each and every virtual meeting you attend.
Many leaders and their teams confess that their efforts do not lead to improved engagement results. After time, people see the engagement survey process with less optimism and more skepticism. If you and your leadership team truly want to shift engagement, which ultimately means creating a culture of ownership, you have to make it personal, here’s how.
Talent and skill are important, yet it is a disciplined and focused mind that enables us overcome distraction, delivery in difficult situations, and truly master an art. How do you constructively challenge your team to step beyond their talent and skills?
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.