It takes courage, self-confidence, and a high degree of risk tolerance to challenge conventional wisdom in environments fueled by the relentless pursuit of perfecting the status quo. Here are three behaviors of individuals who think and act differently and succeed:
If you're an executive or top manager staring at a new group you've been assigned to lead and concluding you've got a lineup that looks destined for last place, it's time to take action. Of course, most of those actions involve the person staring back at you in the mirror. Here's a process that will help:
Unless you're in a start-up or small business, it's impossible to have everyone in the firm physically "in-the-room" for strategy sessions. However, using a strategy-as-a-continuous-process approach, it is possible and desirable to involve everyone in the work of strategy from ideation to execution. But first, you've got to re-plumb the trickle-down strategy process approach to something significantly more inclusive.
I’ve long believed learning to lead in the gray-zone inside organizations is a great approach for creating value, standing out, and getting ahead in your career. Here are 10 tips to help you tackle those vexing issues no one owns, by cultivating support and helping others succeed.
Develop a reputation as someone everyone can count on to tackle the big, ugly issues, and watch the doors open. Of course, it pays to have a strategy to avoid the traps while stepping up to solving or fixing the problems others actively avoid. Here are 4 approaches to help:
Anyone who has invested time in renovating an older home understands surprises and conundrums emerge every time a wall or ceiling is breached. There are parallels in the world of management where the twists and turns of the marketplace demand change. Great tradespeople and great managers find a way through wicked problems using creativity and critical thinking. Here are seven lessons I was reminded of during a recent renovation project.
Not talking about the right issues at the right time closes off access to an unknown series of potentially game-changing outcomes. It's like closing the door on your future as a firm and your career as a manager.
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 struggle over the big decisions is the inherent ambiguity. The unknowns are overwhelming. Fear of getting it wrong floods our minds and our brains struggle for traction in the muck. Nonetheless, these are the times when you have to stand up and cut through the fog of ambiguity.
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.