As Bill Gates once said, "Success is often a lousy teacher." It's easy for a leader who has experienced a tremendous amount of success in the past to think that whatever they do next will be just as successful. But often that is not the case.
Patrick Lencioni, the author of "The Ideal Team Player," posits that to have an effective team player you need three virtues (attributes). He points out that people tend to hire based on technical competence and someone’s interest they expressed in the job during the interviews. The problem is those are inadequate predictors of whether someone is in fact a team player.
Great leadership is rarely about command-and-control. That’s old school and pretty much gone. Today’s most successful leaders understand that the facilitation of meaningful conversations leads to new ideas and the integration of them is what drives organizations.
MarketCues' research has identified four brand drivers that enable organizations to identify the gaps of Perception versus Reality between an organization and its customers. Through the analytical process of answering the following four questions, organization leaders are able to better define their true mission and vision and implement them throughout their entire organization to drive brand and cultural change.
Getting the brand logic and promotion right produces a successful program that can carry a brand for a very long time. To begin, you have to understand what your customers want to experience when they use your brand. What follows are three steps that lead a visitor to your website all the way through to a loyal customer.
With the market filling up with competing brands there is a growing need to select one that distinguishes, differentiates, brings value back to your parent brand, and is absolutely unique in the market.
Leaders often continue to use the same strategy that drove their company to its current success but fail to change it.
Having a significant amount of information about your situation is always helpful. Being able to breakdown the boundaries that have encumbered your thinking is truly useful. And possessing the exact right education in your market area is excellent. However, none of these will make you a great leader because that requires some personal strength that often has to be learned.
Smart Data brings you the specific information you need using benchmarked and correlated analytics compared against your company’s specific business strategy. The result is a curated set of smarter data that can be used in every day strategy executions.
Perhaps one of the most important areas of your organization to rethink is your organizational structure. It often sounds radical to some and boring to others, but the reality is that what works well in one stage of business will almost never work well in its next and yet, most organizations leave the same structure in place for years and often pay a dear price.
Judging by the amount of attention paid to strategic planning throughout the business press and business schools, it’s easy to conclude that the one necessary ingredient to an organizational success is a well-crafted strategic plan. Yet, over many years of consulting I’ve come to realize that little could be further from the truth.
When you are a senior leader — someone who has both people working with you and reporting to you in a medium to large organization — it’s unlikely that you will have close personal relationships with everyone. This dynamically changes what you need to be able to do.
For many, a strategy is developed through trial and error with the goal of significantly improving the top and/or bottom lines. These are worthwhile goals but in this era of nearly ubiquitous products and services, it's wise to engage with clients first before making any changes to your strategy. What follows are three case studies concerning client engagements MarketCues conducted that show how to link customer insights to strategy to win big.
MarketCues has coached and consulted with many organizations and when they found out what their true inhibitors to their growth were many could not bring themselves to take all of the bold steps required to grow out of their challenges.
Senior executives often tell us they have a strategy in place, and executives generally believe the issue is increasingly important to their organization's success. But as their strategic programs become challenged in the marketplace by multiple competitive sources, many of whom are using innovation to drive their brand awareness and become better known, challenges to continue to retain key clients become increasingly more difficult.