Leadership Caffeine™—Breakaway Leadership Part 2
Post number 1 in this series focused on the behaviors that often stifle the pursuit of moving into a new area while sustaining the legacy business. In this post, we look at 8 behaviors and approaches that YOU and your management counterparts directly control that contribute to success with this challenging endeavor:
Leadership Caffeine™—Exploring Breakaway Leadership, Part 1
If you’ve lived through a successful migration of a business from a legacy market to a new world, you know that it’s a sometimes messy, often emotionally turbo-charged experience. Here are 8 leadership behaviors that are guaranteed to create "tripping points" for any organization or team striving to breakaway from the past:
Strategy and Category—In Pursuit of Growth
Chances are your organization has plans to “change” and as part of your strategy, you have the challenge to identify and capitalize on new sources of growth. Those concepts make for pretty slides and create head-nodding executive and boardroom presentations. Actually doing the work is as I’m sure you know, far from simple. Here are some thoughts on the challenges to move into new growth categories while fighting the gravitational pull of the past:
What the Boss Learns About You in Every Conversation
While you may not know this, that idea you bounced off of your manager the other day and your response to her questions on one of your projects both play a critical role in your near future success and the speed of growth in your paycheck! Here's what the boss is looking and listening for when she's talking with you:
Leadership Caffeine™: Nine Key Skills Demanded By Our Times
In our world of constant change, there are (at least) nine critical skills that leaders and professionals at all levels must cultivate to succeed:
The Rocket Scientist and the Rock Star Effect
Good ideas and good strategies are plentiful. The weight of the research on why strategies fail points at the execution side much more so than the idea side of the equation. In a career hanging around mostly technology organizations, the limiting factor has NEVER been on the idea front. It's been on the management side and the ability of management to produce what I describe as the Rock Star Effect.
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