Your Case is the Course

Any organization is more likely to reach its potential to perform and grow when its leaders are clear about their organization today, where it is headed next and why, and when they know how it will get thereStrategic Leadership: Manage to Lead Using the Seven Truths introduces a straightforward yet rigorous way to describe and assess any organization as it exists and as its leaders would like it next to be considering external and internal threats and opportunities.

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Manage to Lead Immersion Program: Seven Truths to Help You Change the World

The Manage to Lead Immersion Program: Seven Truths to Help You Change the World from IntelliVen-U is available to executive leadership teams for the first time ever this summer.

Program Flyer

The program was originally developed for masters students at American University and subsequently also offered at the University of San Francisco and Golden Gate University. Executives have been able to engage in program content through a series of workshops but, up to now, have had no way to experience the entire program all at once. Continue reading Manage to Lead Immersion Program: Seven Truths to Help You Change the World

Change Initiatives Don’t Have to Fail

Pundits assert that change initiatives are highly likely to under-achieve their stated goals. They also tell us any number of reasons why initiatives fail.

IntelliVen-U’s executive course teaches the exact opposite. The Strategic Leadership Immersion Program: Manage to Lead using the Seven Truths, which provides a plan of action and tools that will make any change happen just the way you want, is appropriate for individual leaders and especially useful for teams of up to five leaders who want their change initiatives to succeed.

Click for a summary of the Seven Truths
Watch this short video introduction of the instructor and all Seven Truths.

Some leaders wonder: “Do I need to be a better manager?” or “Do I need to be a better leader?” The Seven Truths show how management works together with leadership, so you can: Manage to Lead.

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Plan to Perform and Grow

Leadership teams that are on track to reach their potential to perform and grow have:

  • A written, board-approved financial plan that shows revenue, direct costs, gross margin, indirect costs by function (e.g., marketing, sales, HR, R&D, etc.), and operating profit (i.e., EBITDA),  by month and quarter for the year. Approved financial plans tend to have the following characteristics:
    • Smooth (or otherwise rational) ramp-up (or down) of revenue and costs from the prior year closing month and quarter.
    • Generally upward-trending scale (i.e., ever bigger and better).
    • A 75% chance of being achieved by the in-place team with roughly 2/3 of planned revenue either booked or highly-probable (B&HP) and a highly-qualified pipeline of prospective, current year, revenue equal to three times the gap between B&HP and Plan (and not all in the last quarter or two!).
    • Identified upside-downside potential with mitigation strategies on the downside and what will be done to take full advantage of any upside.
    • Assumptions and triggers that explain what has to happen for planned results to occur and for planned expenses to be made.

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Crisis Prep

You smell smoke. Then come flames! You run into the front yard and turn to look at your home with fear and dread. Now imagine your local, rookie fireman appears on the scene to fight your fire having only ever trained online with no real field-simulation experience!

Firemen train by fighting real fires in a controlled environment to learn how to use the equipment and how to make repairs on the fly when gear malfunctions, such as when a hydrant fails to turn-on as expected. Only experience with a real fire teaches the teamwork needed to work fast and handle unexpected problems.

Is this crisis real or staged?

Many organizations have written a crisis management plan and secured approvals all the way up to the C-Suite, but have never tested the plan in real circumstances to know how it works. Plans that have not been “pressure-tested” in a realistic, simulated situation risk that the team will not work well together and face higher odds of financial and reputational damage, or worse, when the inevitable crisis hits.

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