Regardless of your level, you can start to familiarize yourself with the tools of strategy. They are tools for thinking. Choose your tools carefully, practice with them diligently, and remember that they are only as good as the hands wielding them.
My good friend and mentor-from-a-distance, Wally Bock, announced yesterday that he will no longer be adding content to his fabulous and long-running Three Star Leadership Blog. Wally is shifting gears to focus on his book writing/coaching practice. In this article, I share my thanks and great regard for someone who has inspired me for years.
While today’s career world for many is about something other than “The Climb,” my coaching ranks and workshop programs are filled with individuals striving to scale their impact and, for many, gain a seat at the executive table. If you are motivated to grow your responsibilities and engage at a senior management level, you must cultivate your knowledge and skills in five critical areas. In part one of this series, I focus on developing as a strategist.
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.
It’s the perfect time in our world to vanquish the long-perpetuated and unproductive myth that leaders are somehow meaningfully different from managers.
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.
Resilience, according to one dictionary definition, is the capacity to absorb a shock or a punch and return quickly to original form.
Life and business are filled with shocks and punches. We’ve lived this story for the past few years. And the shocks and punches keep coming, just in different forms and from unexpected places. It takes resilience and leadership courage to absorb the hits and come out stronger.
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.
