You can do many things this year. Many will keep you busy and maintain the status quo. Other actions will serve as a catalyst and contribute to the highest vision you have for yourself and your business. Keep your focus at the crossroads.
If win-win is your default function, and you continue to push win-win negotiation practices when the other party is looking only to do the best deal for themself, you will get slaughtered on the negotiation table.
Paying attention to what the other party does, not only what they say, helps you determine whether or not you have a win-win opportunity in front of you.
Intellectual integrity is the ability to see the world as it is, not as you want it to be. This means not doing what you WANT to do, but rather what NEEDS to be done, serving the interests of your organization first.
For action oriented, results-driven executives, it is very easy to jump into business issues too deeply and overlook what is happening in the leadership team. How does the oxygen mask rule lead to better performance in your leadership team?
Is your executive meeting the best meeting in the company? If it is not, do not rest until you have a plan in place to make it the “gold standard meeting”, one that sets an example for every meeting in your organization.
What leadership types are present in your executive team? How do you ensure that your leadership team is comprised of balanced players, and not functional fanatics, committe comrades or operational addicts that hurt you as a team that aspires to play at its best?
We must not sit on the back of old habits and patterns. How are you ensuring that you are riding after the right things this year?
Our ability to create alternatives, develop options and select choices in the challenging situations that confront us, remains one of our most precious gifts. Make the most of your choices and share the gift of non-judgement generously with those around you this holiday season.
Organizational drama, sometimes called the “Best Management Tool Battle” takes place when people fall in love with their tools and miss what is really happening around them.
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.