Tag Archives: strategy

Driving new growth: Don’t assume your team’s skills are right for what’s next

In mountain climbing, reaching a mid-mountain plateau is not as fulfilling as ascending to the summit. Rarely will any climber start out to scale a mountain with the idea of stopping at a plateau below the summit.

But in planning the assault on the mountain, veteran climbers know that different skills and capabilities are needed at each step along the way. The skills that enabled you to reach Base Camp on Mt. Everest – such as the ability to navigate rocky terrain in a relatively oxygen-rich environment – won’t be enough to reach the summit, where climbing in snow and ice with little oxygen is the challenge. 

Your organization faces a similar circumstance. SETD program

The executive leadership skills that got your organization to its current level of success may not be the skills needed to get it to the next stage. 

Reaching a growth plateau

Organizations often hit a “growth pause” – a point at which their current executive leadership’s expertise goals have been realized, revenues and profits plateau, and growth slows or stalls altogether. 

An executive team leading a pre-product startup requires a different set of skills than the knowhow needed to optimize operations for a credible, sustainable, or mature business. At this point, leadership abilities need to be reevaluated to determine what is needed for continued ascendance. 

Organizations must ask themselves several questions: 

  • What mix of skills do we need  to succeed at our current stage and to get ready for the next? 
  • Does our team have the mix of skills needed? 
  • Will gaps in executive team skills hamper growth? 
  • Can our team’s skill set be developed or enhanced for success now, such as through hiring or culling, and to get ready for the next stage? 

In almost every case, the right mix of leadership team skills can address stalled growth and get you back on track. Earlier needed skills may no longer be helping, and necessary new skills may be missing. Or, the skill development strategy may need to be overhauled. 

Assessing the pause cause

IntelliVen has constructed a one-of-a-kind, tailored, thorough and immersive program to provide answers and solutions to these questions and more. 

The Strategic Executive Team Development Program provides a leader and team with unique insight into the needed skill sets at each stage of an organization’s development, based on 24,000 data points gathered over decades of research

The program approach is  rooted in an extensive study of the best mix of skills in executive leadership for each stage of organization maturity, from pre-market concept to mature going concern. 

IntelliVen Principal consultant Dr. Brent Green and the IntelliVen team offer a unique executive team skills assessment and gap analysis. This offering pinpoints the capabilities needed to spark new growth for your organization by assessing your team’s skills, then comparing them to your organization’s benchmark stage. 

Assessments are conducted using data collected in one-on-one sessions with the CEO and interviews and electronic surveys with each team member. Insights and recommendations are shared with the CEO ahead of interactive, facilitated sessions that explore results and implications with the team. 

Unblocking growth

The process reveals executive team members’ individual and collective proficiencies in a mix of nine competencies across three categories: 

  • Knowledge of industry, technology and organizational capabilities
  • Ability to analyze and synthesize what they know
  • Planning and execution. 

We refer to the three areas as KNOW, THINK, and ACT.

The results reveal deficiencies in skills that likely block growth and hinder the evolution of the organization to the next stage.

Most importantly, the program offers custom executive team development action plans, for each team member and for the team as a whole, that address gaps and opportunities for development specific to your venture and team, help them evolve, rekindle growth, and put them back on a “hockey stick” growth curve.

Based on the IntelliVen Manage to Lead System, the action plans align your team members and focus them on evolving the business to address performance and growth blockers.

The MtL tools, templates, and methods are taught in an Immersion Program that is unique in that it is team-based leadership development that captures proven best practices for driving change as applied to your organization’s case.

MtL distills the lessons of a team of highly successful leaders over decades into a clear and concise series of modules and accompanying tools. Elements of it have been taught at MIT, Stanford, University of Maryland, George Mason University, Golden Gate University, and the University of Massachusetts at Amherst.

Learn more about the new program here:  Strategic Executive Team Development Program 

Case Study: Cracking the Execution Code at Compusearch Software Systems

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Compusearch  (now Unison) was a visionary company with visionary goals. But, as often happens with visionary companies, focus on a long-term strategy to revolutionize a market can mean that near-term execution and operationalization can suffer, creating barriers to growth.

In Compusearch’s case, the company had set out to transform how federal government agencies procure and contract for goods and services.

From its founding in 1983, the company used state-of-the-art software design and development to provide solutions that streamlined and automated key steps in government procurement, purchasing, and contract management.

In 2005, the company arrived at a strategic decision point. The company’s team of owner-operators decided to sell the company and retire. The new owner, private equity firm The Carlyle Group (Carlyle), saw immense potential in the company and its pedigree of quality innovation. 

But Carlyle also saw that the change in ownership was an ideal time to assess how the organization operated and to upgrade to more effective strategy execution and operations maturity. Maturing operations turned out to be essential to achieving the goal to double revenue and increase margins to realize a 4X return on invested capital within five years.

Continue reading Case Study: Cracking the Execution Code at Compusearch Software Systems

Get Clear

The purpose of a business is to solve a problem for a customer…which begs this question:

WHAT solution does your organization provide to

WHO and

WHY do they pay for it?

A way to think about it is that there are three dimensions to any business: WHAT, WHO, and WHY or in terms of Market (WHO), Problem (WHY), and Solution (WHAT).

 

Leaders tend to describe their organization in terms of one or two, but rarely all three, dimensions. The reason may be because thinking about  any three things at the same time challenges the mind. If anyone does think three completely different things all at once, it is hard to do it for any length of time.

The 2:56′ video above uses the graphic below to present a way to visualize an organization in terms of the problem it solves (or WHY anyone needs what the organization provides), for WHO (market), and with Continue reading Get Clear

How to develop leaders, teams, and organizations that perform to their potential.

If you’ve been in charge for a while and it feels like performance and growth are not where you want them to be, you probably know that you are likely headed in the wrong direction.

Every leader, team, and organization eventually hits an inflection point. There IS a solution.

The first step is to take stock of how things are going, why things need to change, and how they would be if things were going well.

A management offsite is an excellent way to engage the top team along these lines. However, to prepare for and facilitate a high-powered executive offsite takes careful planning, data collection, analysis, and design effort.

Approach

Most leaders find it difficult to adequately prepare—assuming they even know how—for their offsite. Further, it is nearly impossible for a leader to facilitate and participate in, let alone also lead, their own offsite. A better strategy is to hire experts who use proven approaches, tools, and methods to prepare and facilitate.

Continue reading How to develop leaders, teams, and organizations that perform to their potential.