Last week I shared questions that help leadership teams reflect on their business performance, lessons learned, and missed opportunities. Here’s a highly effective framework that leadership teams can use to address and review their must-win battles.
Where do you meet your best ideas? Not at work, for most people. While recruiting ads and employee communications are often sprinkled with “come create here” messages, the truth is that most of the working force feels more pressure to be productive at work than to be creative. Here’s how to be at your best when you meet your best ideas.
Have you ever wanted to apply for a new role, approach a new challenge, or even step into a new industry, yet were unsure how to defend your lack of direct experience? All of us have a unique and special set of skills and experiences that we bring as an outsider. Don’t let being outsider be perceived as a liability, use your experiences and imagination to create your own rationale about what you bring to both inside and outside situations.
Most leaders are preoccupied with their day-to-day business, leaving the business building strategy undiscussed and weak, creating huge risks for the company and stakeholders. Here’s a a valuable resource for my strategy work with clients, enabling them to create step changes in their strategy outcomes. Perhaps it can help you too.
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.