Every organization has, or needs, a leader. And it is true that the power of one committed, clever person can make all the difference in the world. But no one individual, even the greatest leader, does anything of much significance alone.
The simple truth is that it takes a team to lead an organization. The action motivated by this truth is for the leader to decide what kind of leader to be and then to attract, collect, and align his/her top team and collect followers.
The best leaders figure out that it is not all about them. It is about their organizations and the decision to either manage or lead is a false dichotomy. The one in charge needs to manage in order to lead and, indeed, can and should Manage to Lead his/her organization to achieve the stated vision. The top person’s job starts with managing his/her own self to lead. Continue reading Why every organization needs its leader to try not to do anything.
IntelliVen is pleased to announce that Richard Franzi will interview Peter DiGiammarino, CEO of IntelliVen, live on his Critical Mass for Business Radio Show on Tuesday, October 14, 2014 at 4:00 Pacific time. Peter will be the show’s featured guest and will talk about his book Manage to Lead: Seven Truths to Help You Change the World.
As a leader who has served successful companies in the role of CEO, Peter knows how to develop and lead teams of high-powered, driven professionals. His emphasis is to create and implement plans that are true to the organization’s market, offerings, competence, and purpose. Today, as CEO of IntelliVen, Peter and his team help middle market companies achieve their full potential to perform and grow.
On Critical Mass for Business, Peter will talk about the seven truths every leader must acknowledge and wrap into his or her life. These truths emerged in a career that spans business, not-for-profits, government, and academia – and Peter will talk about how they can make the difference between success and failure.
About Critical Mass Radio Show
Critical Mass for Business Radio Show airs three times a week on radio station OCTalkRadio.net Richard hosts the popular internet-based business talk radio focused on topics of interest to CEOs running middle market firms across North America. Critical Mass for Business Radio Show is available on iTunes, Stitcher.com and www.ceopeergroups.podbean.com. Learn more at www.CriticalMassforBusiness.com.
When a project goes awry and no longer performing according to plan:
- Assign a single capable person to serve as Project Manager (PM) responsible for the entire project through to completion if one is not already assigned or if the one assigned has proven ineffective. The PM should be someone who has previously been successful in similar circumstances in terms of project scope, scale, and complexity. If someone with requisite experience is not available to serve as PM then arrange for the experienced person to serve as a close adviser to the PM until a new plan is in place and performance relative to the new plan is on track.
- Have the PM work with the client, the project team, management, and advisers to pull together a revised plan. Review the plan thoroughly with the PM, the project team, and with outside stakeholders, including the client, to be sure the path to completion, all the way through to client acceptance, is well formulated, understood, agreed to, and sensible.
Continue reading How to get back on track when a project goes awry.
Celebrate one year in circulation with promo code GFEVFP6A to buy Manage to Lead for $30-off via CreateSpace.
If a team member performing poorly relative to expectation, the team’s leader should first make sure basic tenets for success have been established using best contracting and governance practices.
- As the team’s leader, ensure that you:
- Know what the team counts on the team member to do
- Believe s/he has the ability do it.
- Want him/her to do it.
- Validate that s/he:
- Knows what the team is counting on him/her to do
- Believes s/he has the ability do it.
- Wants to do it.
- Verify s/he has what is needed for success; including resources (e.g., time, money, space), knowledge, experience, systems, and access to experienced advisors.
- Ensure there is sufficient incentive to perform up to expectation.
- Provide governance; i.e., every month or so, ask him/her to tell you:
- What s/he is trying to accomplish
- What has been done towards that end
- What has been the result of those efforts
- What has been learned
- What s/he plans to do next.
Continue reading How to get on track to success with a team member performing poorly.