Entries by gmader

Slogans or Reality?

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I was speaking at the annual sales kick-off meeting of a growing successful global telecommunication company. This event was impressively managed with main stage events, breakout sessions and a barrage of high-end social activities. Like similar events, the themes were catchy, motivational and relevant. The messages were powerful and well presented by the senior executives, and the presentations were effective at inciting and pumping up everyone to do their best in the coming year. At the end, the event scores seem to be high, the senior executives left feeling great, and judging by the high energy, everyone seemed to be on board. A picture perfect reality. Companies invest so much money in these mega events. […]

Size Matters!

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Whilst working with a leading regional technology company, I was supporting the Sales and Services teams to help establish greater clarity about their roles and responsibilities in order to reduce overlap and infighting and increase alignment and collaboration between these teams in the marketplace. After a few sessions, we got it right and it was time to update the company’s senior leadership team, as well as the entire middle manager forum on the newly established role definition and rules of engagement that the team created. However, some of the Sales and Services senior leaders expressed reluctance to share the details with that wide of an audience. They were concerned that if too many people get […]

Start talking plain English

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This may sound over simplistic, but one of the reasons teams find it so hard to get everyone on the same page when it comes to important strategies and plans is because people simply don’t talk in plain English. I don’t mean that people don’t speak the English language. I mean that people in corporations tend to talk in a conceptual, vague, unclear and convoluted corporate language, which is predicated on professional slogans, jargon, acronyms and other shortcut phrases and noun-type words. For example, people say things like: ‘We want to be Best in Class‘, but it is hard to tell if that means ‘Best among their peers in the industry’, ‘Best among other teams […]

Don’t confuse communicating with generating commitment

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Town halls, road shows, all-hands meetings, and webinars are all popular vehicles for spreading the word and gaining buy-in once the strategic plan has been crafted. Most senior executives will tout these communication efforts as a critical step in helping the organization understand what the strategy means, and what role each person plays in bringing it to fruition. But while these types of events can generate a significant amount of energy and excitement, they also contain pitfalls that can lead to cynicism rather than commitment. One of these pitfalls is the mistaken belief that staff are empty vessels, just waiting for the word from above about where the company is headed and what they should […]

Are you making a difference in meetings and conversations?

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Two of the biggest complaints I often hear in organizations are: “Our meetings are not productive” “We have too many meetings” The irony is that in many – perhaps in most – cases the biggest complainers are also the ones who are the biggest creators and perpetrators of this problem. I was facilitating a strategy creation meeting for a global technology company with 30 of the top leaders and managers of a service department that was going through significant change. People had traveled from all corners of the world to attend this four-day meeting. Needless to say, this was a critical meeting at a critical juncture for the department as they defined their long-term vision […]

Don’t confuse ‘consensus’ with ‘alignment’

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In the eyes of many leaders, the ultimate “buy-in” prize for a strategic plan is reaching consensus. The belief behind this myth is that as long as everyone feels pretty good about the plan, and has no strong objections, that’s about the best that can be hoped for, especially in a large and diverse system. But the problem with driving toward consensus is that it requires settling for the lowest common denominator everyone can agree with, rather than striving for solutions that challenge current thinking. In order to tick the box of consensus, leaders don’t need to have the tough conversations. They don’t have to deal with conducting a dialogue that transforms diverse opinions and […]

Stop trying to predict the future!

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Every year, executives around the world go through the customary tradition known as ‘strategic planning’. They emerge from days or weeks of meetings with a sacred document that — if adhered to — will increase their sales, make their services shine, engage their staff and secure their future. Well, that’s the story they tell us in business school anyway. But unfortunately – as Professor Robert Kaplan of the Harvard Business School and his associate, David Norton of the Balanced Scorecard Collaborative tell us – as much as 90 percent of all corporate strategies fall short of their stated objectives. From my many years of global experience, helping executive teams generate a clear and compelling direction […]

Are you asking for what you really want?

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You would think that asking for what you want would be the easiest thing in the world to do. But it isn’t! In my coaching work I often ask people, “So, what do you want?” or “What do you want the outcome to be?” or “What do you want to accomplish?” Many people, when confronted with this direct question, find it hard to spit out a clear answer. Some say, “I know what I want” but as they attempt to describe it they get caught up in a long-winded conceptual description that is very confusing and vague even to them. A few simple follow-up questions such as, “What do you mean by that?” or “How […]

Do you have enough honesty around you?

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When I coach organizations I typically start by learning about the company; about its business, culture and team dynamic. I speak with people and get their insight and feelings about what’s working and what isn’t working. Very frequently there is a dissonance between how senior managers view things and how their junior managers and employees do. While senior managers often paint a more rosy picture and claim that things are really going well, their people often highlight all the issues and describe things as not going that well. In addition, employees often express frustrations about their managers. They often say things like: “We can’t be honest with our managers about the burning issues because they […]

Are your people your most valuable assets?

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There are many philosophies and approaches associated with enhancing corporate culture. At a high level I would put them into two categories: One school of thought represents the view that in order to create a strong culture and get everyone to row in the same direction you need to create clear metrics and KPIs (key performance indicators) in all key areas and then manage and control these with rigor, discipline, efficiency and a firm hand. As a result, people will fall in line. Another school of thought says that in order to build a culture in which ‘the whole is stronger than the sum of its parts’ you have to ensure that everyone’s heart and […]

Pay attention to what comes out of your mouth

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How we think and speak about ourselves and others determines the space and mood we live in. Speaking, thinking and even feeling are really very similar in nature. They all involve having internal conversations. Many times when someone asks us “How are you feeling?” it takes us a moment to answer, and only when we say out loud “I am angry!” or “I am sad!” we realize how we actually feel. It all happens in conversation. In the world of conversation, there are two types: empowering conversations and undermining conversations. Engaging in empowering conversations make us bigger, stronger and more energized. Engaging in undermining conversations, obviously, make us smaller, more circumstantial, cynical and resigned. Sometimes […]

Start talking about what you are not talking about

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What do you consider to be the key drivers of your group’s effectiveness? Is it your ability to raise and address difficult issues? Is it your skill at being able to come to alignment on common goals or objectives? Perhaps it’s your ability to subordinate your personal agendas for the common good? Whichever one it is, the prerequisite for all of these is the ability to have open, honest and straight conversations. However, it’s not what you can talk about that makes a difference at work – it’s what you can’t talk about. It’s always what you are not dealing with that’s controlling and shaping your team. Take the following true story, as just one […]