Blog: Leading & Living Courageously

Is Your Company Strategy Bold and Compelling?

Is Your Company Strategy Bold and Compelling?

Often senior executives define strategy in a limited and narrow way. They focus on a vision or a direction, or sometimes even clear, measurable objectives. But to be effective, a strategy needs to encompass all of these. A solid strategy has to answer the questions: Where are we headed? What are we building? How will we know when we get there? What are we going to focus on to drive our success? What are the key steps to take to address those areas of focus? Many of the strategies we see in our consulting practice are vague rather than clear.  For example: ‘We want to be world-class’ vs. ‘We want to be leaders in our […]

Talking About What You Are Not Talking About

Talking About What You Are Not Talking About

What do you consider to be the key drivers of your group’s effectiveness? Is it their ability to raise and address difficult issues? Is it their skill at being able to come to alignment on common goals or objectives? Perhaps it’s their ability to subordinate their personal agendas for the common good? Regardless, the prerequisite for all of these is the ability to have open, honest and straight conversations. It’s not what you can talk about that makes a difference at work, it’s what you can’t. It’s always what you are not dealing with that’s controlling and shaping your team. If you want things to be different in your organization, then you have to develop […]

4 Steps To Creating Total Strategic Alignment

4 Steps To Creating Total Strategic Alignment

Most leaders believe that it takes between six and 12 months, or longer, to develop a strategy. They mistakenly think that the criteria for a meaningful strategy are the amount of research and market analysis that goes into it, and the time spent vetting it with experts. But our observation is that how well communicated a strategy is, is far more important than how logical or well researched it is. The effectiveness of any strategy is directly proportional to the level of ownership, commitment and accountability among the executive team. A strategy is only as good as the levels of commitment the people who are accountable to fulfilling it, possess. Here are the essential fours steps […]

4 Ways You May be Undermining Employee Engagement

4 Ways You May be Undermining Employee Engagement

This looks at the four most common ways leaders undermine employee engagement. 1. Not saying thank you: Managers who only criticize and find fault with their employees’ performance run the risk of creating an unhappy – and less productive – workforce. Rarely saying something as simple as “good work” or “thank you” creates an environment where staff feel unappreciated and taken advantage of. 2. Recognizing the same people all the time: Some leaders single out the same staff over and over again for recognition and praise. No matter how deserving these employees may be, repeatedly acknowledging one small group of individuals can create an environment of exclusion, which leads to a negative backlash within the […]

Thank You

Appreciation and Employee Engagement

Managers often think that the source of employee engagement is providing staff with material rewards and privileges such as more money, bonuses, stock incentives, promotions, titles, etc… While these things are important, their impact tends to be overestimated. A huge dimension in employee engagement is the quality of relationship that exists between management and staff. Employees feeling they are known, accepted, appreciated, valued and trusted goes a long way toward getting employees on board with a company’s vision and strategy. Many of the leaders we encounter seem either blind to this point — or worse —simply don’t care. By not listening to and recognizing employees which is a critical part of their job, managers are […]

Commitment Officer

From Human Resource Manager to Chief Commitment Officer

In our work, we often hear HR executives lament about not having a seat at the table when it comes to being part of the strategic decision-making process. They frequently speak of the desire to be true strategic partners with their peers, rather than merely comp and benefits administrators or purveyors of training programs that may or may not contribute to the bottom line of the business. The good news is that the time has never been better for HR execs to reconstitute their role — by shifting from Human Resource Managers to Chief Commitment Officers. What CEOs and business leaders want and need more than ever is employees who are 100% engaged and committed […]