How do you decide to promote or hire, based on what criteria and logic? There are two perspectives to consider.
Having a lack of consistency in all things is a bad decision, so I will suggest three easy ways to maintain consistency.
The primary role of the senior leader of any organization is to bring clarity and cohesion to the team.
Big data is an awesome tool, but the brand review process should not be automated. Here are three tips.
It’s essential that your strategic messages resonate with customers. Here are a few things you can do to build an effective platform.
Building high value customer relationships is the primary basis of a healthy organization. Here are four reasons customers might leave.
Top-down leadership is pretty much gone today because it simply doesn’t work. This can be an unpopular message to bring to leaders.
Even with the right people, funding model and incentives in place, a strategy might fail. The key may be to eliminate presumptions.
The process often used in strategic planning has a built in landmine. The most deadly one is assuming you can predict the future.
Change can be a very painful process, particularly for organizations that have been around for many years. It’s why so many huge organizations often go out of business. There are three ways you can manage change within your organization and all three are worth implementing.
When asked to do something that is outside your priorities, if you say no you create the necessary space of time to say yes to something that will make a difference that aligns well with your top objectives.
In working with organizations over the years, I have observed a particular reaction people have when someone in their organization proposes a change, particularly a major one. Those on the listening end, who are required to make the idea a success, are hearing it for the first time and may have a mixed reaction to it. It is at this intersection where so many ideas fall apart.
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.