I’ve recently been writing about business leadership and strategy, and I began thinking about something one of my mentors taught me about being an executive.
He said, “the most important decision you make is when you choose WHO.” Read More
This is not a deep psychology dive on ego and power in business leadership, which is a huge topic…
But I want to share some practical observations about how good leaders build a powerful team by sharing power and others build themselves up (falsely) by imagining they can hoard power personally. Read More
In this month’s Business Leadership webinar I had the pleasure of interviewing Dr. Richard Rumelt about his book:
Good Strategy, Bad Strategy: The Difference and Why it Matters.
Below are some notes from our discussion.
You can download the Webinar here:
DOWNLOAD: GOOD STRATEGY, BAD STRATEGY
(Downloads are free to members of Azzarello Group)
First and foremost, get this book! Read More
Why do so many executives fail when it comes to executing on their strategy?
The problem — their involvement stops with the talking part.
They just expect it “to happen” once they communicate the strategy.
It’s as though they believe that people throughout the organization will suddenly understand what new work they have to do, that resources will be automatically re-assinged without any pain, and individuals will understand how to prioritize new tasks over current work, so it will just get done. Read More
In this month’s webinar we talked about the critical difference between tactical progress and strategic progress.
WILL YOUR STRATEGY SUCCEED?
Listen or download the webinar to learn more.
Your strategy will only succeed if you execute it.
We talked about 4 common things that block organizations from making strategic progress on their business, and what to do about them:
As managers, at some point we all
encounter an employee who frustrates us, and drains the life and energy out of the team.
When you are in this situation with someone, you know it in your heart that
you should act …
…particularly when they really annoy you … but you don’t act right away because you second guess yourself …
and you keep thinking… they really do some things very well… sometimes…
A colleague of mine shared this decision tree with me, and since then life has been easier. Read More
Good General Manager Series
All organizations struggle at some point to put their Strategy into Action (Read: actually get done what they say they want to do).
I find that key problems of executing are common in companies of all sizes and industries — but particularly in companies that want to scale. Read More
What Good General Managers Do series
Think of if this way…
Greatness of Strategy = Strategy * Execution
If execution is zero, greatness is zero.
Simply telling people what is important will cause not the organization to start doing what is important. Read More
What Good General Managers Do series
Most strategic planning exercises are doomed from the start by being connected to the annual budget process.
The money always wins.
Strategy is creative. Financial Planning is operational. Strategic and financial planning require different skills, timelines, and different measures of success. Read More
This is third article in my series of What Good General Managers DO.
Aritlces in the series so far:
People
Listen: Stay Connected to Reality
Process
The Gap Between Committed and Done
Failure & Motivation (today)
Profit
Communicating
Many organizations struggle to get things done, as promised, on time. Read More
