Making better, more nimble decisions involves access to relevant facts; clarity around your strategic direction, vision and values; consideration of opportunity costs; the impact on and from other people … and awareness of your own triggers and blind spots.
Catalyzing momentum is a transformational process; it is not a one-time motivational or informational presentation. The ongoing process of well-orchestrated change, and Pivoting in a way that can be transformational, is still new to many organizations. Often, change is hindered because people do not feel safe to speak out or initiate change.
I’m always looking for next steps and methods that help to “open-the-door” to closer alignment and greater momentum for my business clients and readers. Here’s one…
One method is called Open Space. It is well-described here by Achim Nowak, bestselling author and founder of Influens and Brilliant Best.
Continue reading “A meeting type that promotes active listening (Open Space)”
In an earlier post, I introduced the topic of “Clarity: Getting clear and being clear” and focused on better understanding individuals in order to be more clear in your communication with them.
Now, let’s dive deeper into the first part of Clarity,”Getting clear.”
Continue reading “A Leader’s Clarity: 5 Ways to Get Clear (about what you really want)”
What is holding you back from a performance breakthrough? Often it is not that or them; it may be you.
When I wrote the book The Pivot: Orchestrating Extraordinary Business Momentum, I was somewhat surprised when after boiling down all the possible indicators of what makes a leader successful in leading a vibrant business, and achieving Aligned Momentum, there were just six (listed at the end of this article).
Mastery Mindsets is the second key indicator in the first group of three, which indicate a readiness for brilliant execution of strategy. Your business cannot be vibrant, and you and all those in your organization cannot be nimble, without the openness, curiosity, courage, integrity and grit to continue to grow. Continued growth is the path of mastery.
You may be wondering how “vibrant business” is defined. I define it as:
A vibrant business commands the highest valuation, stays ahead of the competition, and is a great place to work.
Continue reading “Leaders, here are 3 ways to grow, and inspire others to keep growing”
Get clear and be clear. As a leader if you do anything very well, be a master of communication so that everyone is clear and aligned toward strategic objectives.
Want people to be both aligned and engaged? Be clear in a way that connects what they desire for themselves to what the business needs from them in their role.
To foster collaboration in any workplace, it is critical to recognize that not every person celebrates the same holidays and even if two people do celebrate the same holiday it is done often in different ways.
What might you do to show that you truly care to understand another person’s point of view, and to have the authentic curiosity to learn more about how their point of view came about?
On holidays of any nation, and every day, let’s be grateful that we can choose what to believe and how to BE.
Executing a plan requires alignment. Executing on time requires momentum. Executing brilliantly, including shifting quickly when the facts change while staying on track with strategic objectives, requires Aligned Momentum.
Aligned Momentum Key Indicators help you track progress in your Pivot from an incremental, traditional and/or rigid business culture to a culture with Aligned Momentum. Aligned Momentum leads to brilliant execution of strategy.
Aligned Momentum Key Indicators
To support brilliant execution of strategy
- 1) Clarity: Getting clear, being clear.
- 2) Mastery Mindset: Open, growing mind.
- 3) Nimble Decision-making: Best next step.
To prepare you for a better future
- 4) Strategic Thinking: Play the movie.
- 5) Talent Adaptability: Roles fit strategy.
- 6) Coaching: Manager as coach.
It’s subtle. Yet it is powerful. That is: The internal pull to do what fits in – what doesn’t stir things up – because speaking out would be too uncomfortable. What is uncomfortable feels risky.
Yet by not speaking up you are also taking a risk, and perhaps a bigger risk than if you spoke up.
Every time we choose we are telling our brains that this is what we want.