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.
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.
Visualizations and picture language are an important part of any strategic narrative. Learn how to use the power of a postcard to carry your company’s strategy forward successfully.
Are you and your leadership team practicing patience and discipline to craft a meaningful and inspiring “what” for your company’s future before dropping down into strategic implementation, or the “how”? If you are interested in developing your strategic leadership skills, consider joining me and other strategic leaders to strengthen these skills this October in Munich.
What is the most strategic decision you have made in the last 60 days, personally or professionally? How do you continue to develop as a strategic leader? Learn how you can improve your strategic leadership skills, especially strategic decison making.
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.
An executive team discovered that they were spending too much time in Santa’s chair, instead of letting the right key players in the business take the chair and make the call. How about in your organization? Are decisions being made at the right level in the company or are too few people holding onto Santa’s chair?
More is not always better. Adding new initiatives to your strategic agenda before having the difficult conversations about what to take out, leads to an overstuffed strategy that does not perform.