The best partnerships in my experience involve deep integration of business processes, including development, sales and marketing, and customer service, all aligned around a clear audience and strategy. Inherent in this process is the need for you to invest time and money, for people, product, promotion, and programs.
While there may be a variety of x-factors that contribute to the most successful teams (observation isn't causation), how they communicate and ultimately collaborate is at least part of the equation for success.
There’s a loud ring of truth to the old saw: “Culture eats strategy for lunch.” However, sometimes, the culture needs to evolve, or everyone is at risk of ending up hungry at lunchtime.
The conversations I genuinely worry about are the ones that aren’t taking place. As a leader, just thinking about what’s not getting talked about should scare the daylights out of you.
The gravitational pull of the status quo is powerful in every organization. It takes rebels and rebellion to change. While breaking the rules always comes with risk, learning to guide others through constructive rule-breaking in pursuit of needed changes is a great way to grow your success.
Great management teams are hungry to win in the moment and relentless at building for the future. It takes discipline and deliberate efforts to separate the here and now from an imagined but uncertain future—yet success over time demands this effort and discipline. Here are four big behaviors of management teams succeeding today while fighting hard for a great future:
Difficult decisions and challenging conversations are inextricably linked. You don't get to the big decisions on strategy, structure, or talent without some tough discussions. Yet often, we as leaders fail to model the right behaviors. Here are eight ideas to help you and your team strengthen discussion and decision-making processes.
You’ll rarely meet a CEO or top executive suggesting, “What we need to do is slow down.” This counter-intuitive guidance in a world seemingly spinning faster-and-faster flies in the face of conventional thinking and practice, yet in matters of strategy, slowing down to move faster, is often the recipe for success
Integrative thinking is the process of using the tension from two conflicting approaches to a problem in pursuit of a new and innovative outcome. Instead of responding to competitive or strategic situations with the same approaches, try these 5 tools to identify new and superior approaches.
The most effective leaders understand their role in breaking away from the gravitational pull of the status quo. They focus daily on the learn, adapt, influence cycle as they strive to help their teams and firms level-up
