Highly effective leaders are now showing the performance power of building a team-based organization. Where teams have been effectively organized and led, the list of team outcomes has led to dramatic improvements within the organization.
Read article »Redefining a leader's role from operational manager to context leader, can be one of the key factors in the success of dealing with change in the organization. They spend less time managing the day-to-day business and time caring for the organization's culture.
Read article »We can't build a team or organization that's different from us. Successful team or organization leadership begins with successful self-leadership. The first step in improving my team or organization is improving me.
Read article »We need to be less afraid of death and more frightened by an empty life. When we feel the most love, passion, or energy is when we are the most alive. That's when our soul sings.
Read article »Being market-driven and customer-focused relies heavily on the ability to listen effectively to customers, and frontline employees.
Read article »Appreciation of customer and employee perspectives and understanding process from the inside requires leaders to experience things hands-on.
Read article »Get training efforts off the ground through effective delivery and integration into the organization changes behavior.
Read article »Some change and improvement efforts have been hugely successful, others have been somewhat successful, and some ended up in the swamp. In reviewing the results, it is clear that a core number of execution problems or failure factors are common to all of the team, organization, and individual improvement efforts.
Read article »A few tips and traps on chosen pathways that help teams and people throughout the organization to clarify or clearly see pictures of their preferred future.
Read article »Pay gets people to show up for work but money is rarely an effective rallying point for high performance. Concentrate on building a culture of success and forward momentum with lots of recognition and appreciation for everyone's contributions.
Read article »Goals need to be energized and focused by the larger context of exciting visions. These paint us into the big picture and draw us forward to the future of our dreams.
Read article »A compelling vision of the team or organization's preferred future keeps people from obsessing over present-day obstacles or getting stuck in the past.
Read article »Teams and organizations with well-grounded, shared values that are alive and thriving, have much higher than average performance. These leaders, teams and organizations identify and live their core values.
Read article »A key component of providing focus to an organization calls for leaders to identify "strategic imperatives" or "must-do's." There is only so much we can all give our attention to, so we need to ensure that we're aiming at high improvement targets that really matter.
Read article »Designing statements, putting them into action and consistently showing what the organization stands for.
Read article »Examples from history illustrate the importance of seeing the potential of new ideas.
Read article »Today's tools have changed and our society is organized differently. But the human habits and characteristics that determine our success with today's tools and society haven't changed.
Read article »The 3 Ps — picture or preferred future, principles, and purpose — are critically important. Our answers to three basic questions define the team and/or organizational culture we are trying to create.
Read article »We have found that customer and partner focus can be boiled down to these three broad steps: Identify current customers and partners, prioritize expectations, and gap analysis.
Read article »Customer-focused organizations build internal communication processes around the valuable players that deal directly with the public.
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