Latest "Organizational Transformation" Posts
What’s sabotaging your growth?
Driving profitable growth is at the top of every leader’s priority list. Yet, according to Bain and Company, only 10% succeed in achieving sustainable profitable growth.
While growth is the life-blood of every business, at some point, your company will experience the double edge sword of growth.
Either your company will grow faster than your internal capacity to handle it. Chaos, breakdowns and burnout are the result.
Your company hits a wall and growth flattens. As a result, panic often sets in and leaders make rash decisions – either prolonging the stall or causing the company to spiral downward.
The Finale Says It All.
As a leader, how often do you find yourself …
I’m guessing what you really want is to stop your perpetual busyness. You want to focus on the critical few. You want to navigate your company, amidst constant change, to its ultimate destination.
In my decades of working with leaders, I have found that the above are symptoms that a leader lacks the capacity to think strategically.
7 Signs Your Organization Is Headed in the Wrong Direction
Has the obsession to create a happy, engaged workforce gone toxic in your company?
Is over-emphasizing positive thinking in your company’s culture, actually creating negativity without you even knowing it?
Is having 0% employee turnover actually a good thing to sing high praises about, or is it overshadowing another truth?
These are just a few examples of how companies, even with great cultures, can go to the dark side.
The REAL Truth About Your Company Culture & Its Hidden Shadow Side
Most great cultures are driven by handful of sacred values.
Re-Imagining New Leadership Possibilities in 2014
It’s that time of the year! Most business leaders are preparing for an executive off-site to define their company’s future direction for the new year.
Yet, in my 30 years experience of working with leadership teams and companies, the terms “vision,” “mission” and “values” are THE most overused, misunderstood and abused words in the business community today.
Vision statements, mission statements and strategic plans in many companies reduce to mere academic exercises with no real value in driving an organization forward. Why? Let’s take a look.
Why Most Company Visions Get an “F”: The Big 3
- Your company’s vision lacks the necessary specificity and inspiration to pull your company forward.
With the new year coming, I asked myself … what wisdom could I provide to help leaders change their game in 2014?
Most leaders’ looming questions during this time are …
• Where do we go from here?
• What can we do to get to the next level?
• What are we not being that we need to be?
• What are we not doing that we need to do?
While there are many classic leadership books that are still relevant today – like Good to Great and 7 Habits of Highly Effective People – and a flooded market of other business books, I wanted to share ….
When was the last time you heard employees taking “ownership” and responsibility for the success and sustainability of the company?
The likelihood is, maybe, 1 in a million.
While I have always been a strong proponent of the concept of employee engagement, few authors rarely go into any specific nuts and bolts about how to achieve it. Not only do I love the fact that this book is based on actual case studies of companies who have achieved a high level of employee engagement.
The authors take engagement to a whole new level — calling it employee entanglement — with a philosophy and system for cultivating employee responsibility, accountability and a leadership mindset that drives exceptional company performance.
Photo Credit: David Niblack
This final part of our accountable leader series addresses my top 10 leadership and culture practices for a strong accountability organization.
Keep in mind that the 6 internal drivers, addressed in parts 1 and parts 2, account for as much as 90% of your performance and results, including accountability. Practices by themselves, can’t drive accountability. They can only reinforce and support a healthy accountability mindset.
From Accountability to High Performance: Top 10 Leadership and Culture Practices To Make That Giant Leap
To build a high performance organization, a strong accountability mindset and practices must be embedded into your company’s DNA.
This past week I have been preparing for a business trip in which I will be working with their leadership team on 4 core areas to drive their compelling future: purpose, vision, identity and culture.
Purpose — different than a company’s mission — is the single most important factor driving intrinsic motivation in companies. When your employees understand and align with THE reason why your business exists … your rallying cause … your contribution to the world that — above all else including salary, bonuses and perks — will catalyze top performance.
One of the best exercises I have seen for uncovering purpose, comes from Daniel Pink’s book, “Drive: The Surprising Truth About What Motivates Us,” called “What’s Your One Sentence?” Watch this 2 minute video from Daniel Pink himself, offering sample “one sentence” purpose statements from grammar school kids to adults.
In this second part of a 3 part article series, you will learn the last 3 critical internal factors that either strengthen or prevent you, as a leader, in developing a strong accountability mindset. Namely, your identity, motivation and attitudinal patterns and emotional state.
Let’s first summarize what you learned in Part 1. Part 1 addressed:
- The top 3 reasons why your leaders are struggling with accountability and under-performing teams
- Why and how your “mindset” drives as much as 90% of your thoughts, feelings, behaviors, communications and, ultimately, results… in all areas of your leadership role, including accountability.