You’ve got a bright new leader who’s just joined your organization, and you prepared a great onboarding process to get her acclimated and launched. Or did you? What was covered in your onboarding process? Continue reading
The analogy is probably truer than we realize, because even if you salivated over that Ferrari for years, it’s intimidating to get behind the wheel, realize the power you have to channel, figure out all the mechanics and electronics, test your limits behind the wheel, and make it really perform! Continue reading
Leaders today are facing a big problem, and many of them don’t see it clearly. As the world rapidly becomes more and more complex, with economic, cultural, and political shifts of tectonic proportions, leaders can’t just go about their business of being the leaders of the last century. The world is rife with disruptions, and it calls for leaders who can themselves be disruptive. We’re seeing that happening on the global political scene. But interestingly, the disruptors haven’t burst forth from the business ranks yet.
If you think the institutions of government are staid and resistant to change, take a hard look at your own organizations. Continue reading
“A leader is a dealer in hope.” So said Napoleon Bonaparte. Coming from the mouth of a conqueror of nations, Napoleon’s quote can sound Machiavellian. But leaders who know how to generate hope create powerful motivation. They tap a human longing to believe in – and advance – something more beautiful than what they see in their current circumstances. Continue reading
A wise CEO, Rob, recently described to me what he’s looking for in the leaders he asks to join his organization: “We need leaders who keep their eyes up instead of down in the details, who can ‘see around corners’. It’s like when you learn to drive a car: first you’re focused just over the hood, but then you need to learn to look ahead to the next stoplight, and the best drivers are looking for what’s around the corners.” Continue reading
We made it through a tough year. 2016 was marked by turmoil of types and impact that have shaken a sense of ‘normalcy’. In the world, the political and economic upheaval of Brexit, the brutal war in Syria, the flood of refugees that added to destabilizing political situations in many countries, and the reality of terrorism. At home, a long and bitter campaign and a transition of presidents that promises to bring unknown impact to our lives. Continue reading
As a leader, you’ve heard it as a request, and maybe even as a complaint: managers and employees wanting more ‘involvement’ in the decisions of the organization. How often have you been frustrated, because you thought you’d already ‘involved’ them? How often have you said to yourself, “We’ll never get anything done around here if every decision has to be made by full consensus of everyone touched by it?” Continue reading
Mark, the CEO, proudly announced that the company had just completed its first strategic planning process. “It was comprehensive,” he said. “We did it all over several months. I feel like we’re really well-equipped now to move forward.”
“And what were the greatest insights you gained?” I asked. Continue reading
“What do you see as the focus of your planning agenda?” I asked.
“Everything,” he replied. Continue reading