Dr. Rebecca Homkes, author of Survive, Reset, Thrive—Leading breakthrough growth strategy in volatile times, joins Art Petty to talk about the book, her experiences leading high growth teams through strategy, and why we should embrace and leverage uncertainty.
If you've been passed over for promotion opportunities or you find yourself relegated to less-than-strategic initiatives in your organization, that creeping sense of irrelevance you are feeling might be real. As the late Andy Grove offered, "Only the paranoid survive." Let's channel this paranoia into some focused actions to regain your relevance.
I’ve observed just about every type of dysfunction or malfunction possible with strategy work. Here are the misfires I see most often. Take heed, get the right help, and do everything possible to avoid these tripping points. Your firm’s future and probably your job depends on it.
While we regularly focus on feedback as an individual performance tool, it's also a critical communication tool for driving improvement across groups and for processes and initiatives. Yet, this important, honest communication is in short supply in too many organizations.
There are some painful and painfully obvious leadership and management lessons from the recent Southwest Airlines debacle. Deming is spinning in his grave over this one.
The economic weather is changing, and it feels like a storm is approaching. Possibly a big one. The question on my mind is, "Will the leadership lessons of the past few years stick?"
Be very afraid of the conversations on the tough topics of performance, improvement, and innovation that aren’t taking place on your team or in your organization.
There are two issues every person in a leadership role must constantly focus on and work on: (1) who they aspire to be as leaders and (2) how hard they are working at developing their skills as strategists. Anything less than daily work on these issues is a problem.
As you search for new resolutions and ideas to grow and strengthen in your leadership role in the months ahead, here are seven things I encourage you to stop.
From the challenges of dealing with people and personalities to the never-ending, ever-growing lists of things to do, often with conflicting priorities, managing is a tough job. Yet, when I explore the stress points with struggling managers and ask some questions, I often discover they are attempting to execute their role without the benefit of what I describe as a Manager Operating System. Here are six critical components of every manager's effective operating system:
