Both process reengineering and incremental improvement are needed. How, when, and where each approach and combinations of both are used, depends on the task to be performed. Like visions and goals, reengineering and incremental improvement is another and/also paradox to be managed.
Read article »Pursuing profits without a higher purpose or pursuing a purpose without profit are equally fatal strategies. Profits follow from worthy and useful purposes. Fulfilling the purpose comes first, and then the profits follow.
Read article »Used effectively, leadership competency models become a roadmap to dramatically higher leadership effectiveness. Six reasons they fail, and five keys to flourish.
Read article »Not all learners are leaders. But the research clearly shows that the strongest leaders are continuous learners. They are self-made leaders.
Read article »Strong leaders connect and energize people. They work tirelessly to ensure that no ones loses sight of what it's all about.
Read article »Looking back, we can all point to times in our lives that seem wasted. If we fail to continuously grow, change, and develop, then precious life is wasted.
Read article »Not all organizations perform equally. The significant variable is the quality of leadership.
Read article »Successful entrepreneurs are leaders with vision who predict the future by inventing it.
Read article »Consistently held expectations become self-fulfilling prophecies. Leaders see people as they could be – as eagles in training.
Read article »Leaders know that poor performance is like a highly contagious disease. The longer it goes unchecked, the more everyone suffers.
Read article »Strong leaders who are effective coaches know the value of reflection and renewal. They periodically pull themselves and their teams back from daily work in operations to work on themselves.
Read article »We are either part of the energy problem or part of its solution. There is no neutral zone. We are either net takers or net contributors of energy to others. We need to ask those we're trying to lead or influence about our energy leadership. Highly effective leaders energize others. That energy mobilizes people to action.
Read article »Lasting and effective change and improvement comes from moving beyond bolt-on programs and quick-fix improvement programs to built-in processes.
Read article »Focus on three or four defined strategic imperatives, then execute and measure results.
Read article »There is no particular job, industry, or organization that magically transforms "just a job" into passionate life work. However, to spot an opportunity we need to know what we're looking for. We need to clarify our purpose.
Read article »The innovation paradox: Random, chaotic, and unpredictable innovations need a stable management system and process to nurture the growth and development of "lucky breaks."
Read article »If we want more experimentation and learning on our teams or organizations, we must establish an atmosphere that builds self-confidence and trust.
Read article »We need to manage the paradox of paying close attention to closing today's customer and partner performance gaps while we explore, search, and create tomorrow's new markets, customers, and partners.
Read article »Seizing the opportunities of tomorrow calls for leadership. It means taking off the blinders of what is, in order to see what could be.
Read article »To double our innovation success rate, we need to double our failure rate. Our goal is not failure; it's success, therefore, we must use the Law of Averages to "fail our way to success."
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