If you are frustrated by an organization resistant to embracing a change you believe is right, consider using the following steps as a road map to seeing your ideas through to reality:
- Get Clear. Write-up and share your point of view. While what you have in mind may seem clear to you, it likely is not yet to others. Writing about what you want to happen forces you to work out the logical progression of thought and to fill in the details to tell the whole story in a way others can understand. Share what you write with others to test for clarity and to ask for help to make it even clearer.
- Focus on value. Emphasize the business value your change would generate in terms others, especially those in positions of authority, can understand and appreciate.
- Set the context for change. Use the change framework to explain how what you have in mind to change exists today, why it needs to change, how it will be in the future, what must be done to get from here to there, and what will be difficult about effecting the change.
Continue reading Ten Steps to Drive Change from the Inside
How it was
The relationship between leader and followers has changed over the past 50-years and is still changing. Leaders used to command-and-control workers, who were seen to be basically lazy, having to be told exactly what to do, and motivated only by security and money. Leaders had top-down authority and a tight rein on workers who could not be trusted to do good work without control.
In the ‘70s and ‘80s more democratic models emerged. Workers were seen as responsible and motivated to do a good job, even without tight controls, punishment, and reward. This led to a less rigid leader-follower relationship, one more focused on creating happier, productive workers. The tools for doing that, however, were unclear.
The New Leadership
Over the past decade or two, there has been even more change in how leadership is viewed. We see more emphasis now on a leader’s capacity to build and sustain an inclusive and high-trust relationship with a loyal, capable, and motivated followership. Continue reading How the new leadership learns from those with a stake in their success.
An organization counts on a Market Leader to:
- Build and work with a top team to develop, maintain, and drive to achieve an annual plan for a well-defined portfolio of current and targeted customers.
- Connect with established and emerging customers to develop a point of view as to where the market is and where it should go and then proactively and systematically drive towards those ends.
- Develop, hold, and communicate a clear understanding of their organization, market, competition, partners, and market trends.
Over the course of a performance period, the organization counts on a Market Leader to always be able to present: Continue reading Market Lead Position Description
In a traditional performance evaluation, someone is assigned to compile and review with each executive a summary of her/his strengths, contributions, growth, and opportunities for improvement. The traditional process has many weaknesses which are summarized in this article recently published by Flevy.com, such as:
- Compiling a quality performance assessment is difficult; consequently it often gets put off to be done at the last minute but it also takes time to do a good job and time runs out.
- Assessment content tends to be arbitrary based on ability, skills, and perspective of the reviewer and may not represent the best thinking or interests of the team.
- Reviewers tend to avoid raising and dealing with tough matters that should be addressed aggressively because it is uncomfortable and they are not trained or motivated to do otherwise.
Continue reading How to Drive Elite C-Suite Performance
Selling a company is a heady experience. The wise CEO knows, though, that many things can go wrong and that it pays to study what makes some transactions go well and others fall apart. Here are ten tips consolidated from personal experience on both sides of many deals that, while they may not guarantee success, if followed increase the odds of a good result:
- Know what you seek in terms of price and role. Do not be wishy-washy and do not get greedy; once you have what you want, take it!
- Manage the sale like a project. Plan, staff, organize, guide, and govern it well. It takes a team of internal (CEO, CFO, CTO, etc.) and external (corporate lawyer(s), employment lawyer(s), banker(s), analyst(s), investor(s), etc.) players. Assign a leader of the inside team and a leader of the outside team to coordinate with each other. Consciously, purposefully, and thoughtfully deploy yourself and others from both inside and outside the organization to cover all the bases.
Continue reading Ten Lessons on Selling a Company.