It’s no secret that top leaders and their management teams struggle with strategy. After all, choosing a direction, saying “no” to other opportunities and then creating a blueprint for organization-wide involvement is one of the most difficult challenges of organizational life. This challenge is made easier however, when leadership ensures all employees have the opportunity to internalize and develop an emotional connection to the strategy.
I love curious managers, teams, and individuals. Curiosity is the stardust of creation in our organizations. And while the questions and the explorations and the discoveries are all fascinating, what we as organizational leaders have our sights set on, is realizing ideas that turn into changes that promote positive outcomes. Here are three ideas to help improve your ideas-to-outcomes results:
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:
When you're struggling to create clarity on an important topic or navigating a heated group discussion, it pays to stop talking and start drawing. This sudden shift in medium takes the negative energy out of discussion and focuses your audience on designing a way forward. Here are 7 tips to help you get to the whiteboard in pursuit of communication clarity:
There are few activities in our organizations more important than developing emerging leaders. A healthy, full pipeline of leadership talent is essential to sustain success and navigate a complex world. The Foundation + 4 Pillars framework helps guide managers in pursuit of this critical work.
In reality, the work of strategy is some of the most challenging thinking work a firm’s members will do. And truth be told, it’s never really finished. Strategy is a process, not an event, and the work of evaluating, diagnosing, and choosing are never-ending activities.
We personally love the idea that we can live our purpose every day, not only in our lives and career, but can extend that purpose through the choices of who we buy from and those we don’t buy from. We’re optimistic that if we follow our purpose, we’ll support a growing number of companies which are creating social good.
In a world where our organizations face a chronic shortage of leadership talent to navigate uncertainty and change, it's time to rethink our approach to leadership development. In this article, I suggest an alternative approach, the clinic model for leadership development. Consider this more a "What if?" prompter on finding new ways to address the whole-person and to integrate and sustain development over time.
Too many managers and organizational leaders emphasize answers and directives over questions. You are leaving performance and innovation on the table if you do this. Instead, know that your curiosity is contagious and start leading with open-ended, thought-provoking questions.
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