I was working with a corporate client last week and we got into a conversation about developing their leaders.
How can we get more of our people thinking and executing on problems like a CEO would?
How do we get our leaders to step up to personally own bigger business problems and drive strategic opportunities, with less direction and involvement from the executives? Read More
RISE…Do you ever find yourself stepping in for your people to do their strategic thinking?
When there’s ambiguity, does your team need too much direction from you?
Do you wish they could prioritize better and solve bigger problems on their own? Read More
I was working with a CEO and his executive team on their strategy when we came to an interesting point in the day about their needing a game-changing initiative.
The group brainstormed for awhile, and discussed several potential game changers. Read More
I find it interesting is that most companies do one of two extremes when it comes to succession planning:
1. Nothing at all
2. A very cumbersome process with lots of documents and checkpoints for multiple candidates which never amounts to anything. Read More
Money is the easiest and least personal way to motivate people (if you have money). If you don’t, you need to get down to the real business of making people actually care about what they are working on. Read More
Money is the easiest and least personal way to motivate people — that is, if you have money.
If you don’t have money, you need to get down to the real business of making people actually care about what they are working on. Read More
10 IDEAS FROM THE WEBINAR
LEADING A HIGH-PERFORMING TEAM
1. Who cares? You need to motivate your team to want to be a high performing team. We talked about how to create meaning for the work so people will be personally motivated to care, and want to step up. Read More
When I work with executive teams, I uncover obstacles to execution that the team are just not seeing.
They are too close to it. Here’s a common one…
I want to talk about what happens when the GM and the executives don’t share a view of who is capable at the next level down, and what to do about it. Read More
There are many reasons that good strategies fail.They range from, poor communication, lack of alignment, difficulty with change, underestimating resources required, failing to train people, running out of time…
But at the heart of all these things is:
How much do your employees care? Read More
Very early in my career (I emphasize “very early” as this is not an incident I am proud of and didn’t want you to think this was last week!).
I was in a sales training session and we had to do a lifeboat exercise. Read More
