To keep momentum and reach your desired destination… be focused & nimble.
Focus is important. “You get what you focus on,” which in a business is typically what you measure. Keeping track of progress and outcomes helps with focus.
But you also must stay nimble – open, aware, and adaptable – to move around obstacles or to adjust a course. Sometimes what is being measured is not leading toward longer term strategic objectives. And sometimes strategy needs to change.
This first post in the Extraordinary Momentum Series offers 5 key ideas to help you get clear about best next steps, and how you can help others get clear about their best next steps.
When you are nimble, you are aware and open. You rarely get blocked or stuck. If you do – if someone, something, or even your own mindset or limiting beliefs – get in your way, you have what it takes to move around, over, under, through.
Let’s talk about being nimble – in business, career, life…It’s sopossible!
Those of you who know me or are getting to know me… understand that I am all about business vibrancy. In my terms, that translates to a nimble organization, continuously building its business value, and a great place to work. An organization with these traits has what I call “Aligned Momentum,” which I show in the visual above this post and write about in my book (you can find an excerpt here).
A critical part of a leader’s role is to build others up. Great leaders are highly skilled at this. Good leaders sometimes give up because they are not yet skilled in communicating in a way that empowers and inspires others. This is a skill worth developing.
“You cannot change a person, but you can change their context.”
You can create a safe place in which you and others become aware of how you each see the world. You can adjust how you communicate so that there is understanding of what you say, in the way you intended it, and that you care.
My intention is to speak to leaders, developing leaders and those who support leaders. My intention in sharing this video is not political (given our country’s turmoil from miscommunications and hate, I need to make clear that I am not speaking directly to this). Please watch and listen to JFK in the video below, perhaps more than once, and consider how your own communications might combine power and caring, as he does:
We often hear about pivots and pivoting in the context of quick shifts by an individual or in the early days of a startup.
A quick “turn on a dime” pivot does not result in lasting change for a business beyond a handful of employees. Perhaps the mental model that a pivot must be quick has stopped you from considering it for your business. Consider The Pivot.
We love our heroes. They stay alert for danger and then swoop in to save the day.
Everyday heroes may not be looking for danger but they are wired to be the person who saves the day, or in a workplace perhaps it is that they are the go-to person to solve a sticky problem.
A great leader isn’t the person to solve every problem, even if he or she could do so.
A great leader builds up others so that they solve the problems they encounter or foresee.
This is especially powerful when it creates closer collaboration within a team and across teams.
Does this mean you never help solve problems? No. If you (still) are an expert in a particular area or topic, and the team asks you to step into the problem as an expert, then you’ll do so. At that time you are in the role of the expert and not in the role of the leader.
“A great leader feels no need to be the hero. A great leader builds a team and supports them being a hero in their role.” ~ Lori Michele Leavitt
To learn more about building a great workplace and realizing performance breakthroughs (without being the hero)…
“Why is it so hard to find an excellent employee?”
That was the subject of a recent discussion in a leadership group on Linkedin. Responses (over one thousand to date!) can be grouped into four main themes:
1. that it is indeed nearly impossible to find an excellent person to hire;
2. that there are many excellent people, but they are in the wrong jobs;
3. that the right person may be out of work and not getting noticed; or
4. that employers are so far below excellence that no individual could be excellent in their employ.
Strategies change. At least they should – in order to even just keep up with the change around us.
This series addresses Alignment. How can you align your people with strategy? How do you know when strategy must change? (even when it hasn’t been a year)? How do you re-align people when strategy must change in a way that changes their daily work?