Archive for the ‘Transformation & Strategy’ Category

Empower others to initiate change. Leaders orchestrate.

Employee Engagement-41pct Disengaged

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).

For over 20 years the average results from employee engagement surveys have shown a rate of disengagement at over 30%. Aon’s recent 2017 Trends in Global Employee Engagement reports that 41% of employees are disengaged and feel undervalued.

What this reflects, at least in part, is a lack of empowering employees to initiate change – a critical step in a Pivot toward Aligned Momentum.

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Alignment Series #3: When strategy changes

In Series #1 and #2 I discussed the best steps for aligning people with strategy and how to know when strategy must change.

In this post l get to the execution part of a change in strategy and answer, “How do you re-align people when strategy must change in a way that changes their daily work?”

For their Sept 2015 newsletter, Palladium Group, founded by the fathers of the Balanced Scorecard, Robert Kaplan and David Norton, asked a few thought leaders including me to provide guidance to their readers on this subject.

How Do You Align Culture with Strategy?

Want to get what you expect, even when your expectations change frequently as your company grows? Create clarity around how problems will be discovered, communicated and solved. Communication between individuals and managers can ensure that decisions are made, and resources are allocated smartly – and aimed at keeping execution on track with strategy.
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Alignment Series #2: How do you know when strategy must change?

In the first post of this series, I shared three proven steps in aligning people with strategy.

During times of significant change, alignment requires more attention from leaders and managers. This is especially the case when what is required to execute a new strategy involves more than small tweaks in people’s daily work.

How do you know when strategy must change?

John Caplan explains this well in the first 1.5 minutes of the video below.

He describes an ad agency with a strategy to do cool work but their strength was to do really great, but not cool, retail work. They changed their strategy and landed a deal with Starbucks.

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Alignment Series #1: How to align people with strategy

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?

Let’s talk about the first step – aligning people with strategy (when the strategy does not require significant change in roles or the work people do).   (more…)

Scale up, with less risk

What are you doing to keep momentum as you grow?

The practices in Scaling Up are proven effective, with our clients growing 3x average profitability compared to their peers!

Want to learn more?  Let’s connect via LinkedIn

Leadership & Successful Risk-Taking – #1 of Series

Risk & Benefit

Risk & Benefit

This post is about failure and success. It will likely resonate greatest with those who think big, create strategic plans and take risks to see those strategies executed. (more…)

Leaders nurture and invest

Recently I shared a “People Measurement’ and leadership conversation with Carlos Santayana, Owner and Principal at Santayana Group, and a prior Training and Leadership VP at Citi Group. I felt power and wisdom in his words and wanted to share them with you. With his approval I am publishing parts of our conversation below.

The selection and promotion of managers who invest in their teams and nurture excellence is a key transformative strategy.

• Leadership can create an atmosphere where subordinates are treated as valued partners and encouraged to think deeply and contribute ideas that increase profit, stakeholder well being and long term sustainability. (more…)

Have you experienced times like these? Help others through it.

Some of our friends, family and colleagues may have yet to experience bad times – so they may have more difficulty coping than those (of us) who have failed (and come out just fine) many times. My colleague Bill Dueease of The Coach Connection, recently shared his wisdom through a business group I am part of. I doubt I could say it any better (I like to expand “what you have control of” to “what you can affect”)…and I wanted to share it with you! Whether you are managing employees or working with peers out of work or in a struggling business, or struggling yourself – I think his words will help you:

Bill states:
Having been through this sort of thing several times, some much worse, and having ended up better off than when I started, I found some things that have always helped me. I hope these help you and others as well.

1. Separate the factors you have control over from those you do not. List the factors that affect you that you have no control over, and create a way to monitor them, but do not worry about them. Just like the weather. You monitor and adjust to the weather, but you have no control over it. (more…)

First, ask and engage people. “Connection Series”    Part 2

Here’s the first step to connecting people to and into your performance management system: Asking and engaging.

It seems so simple, yet without a system to help us (leaders) do so, our best laid plans and intentions get pushed aside. And when we make poor decisions, not connecting all the dots is usually why.

To take this step I have good news for you: you do not have to add to the “to dos” for your financial or technical teams to start on this improvement process. And you do not have to be an analyst. You do need to be willing to think through data to get a feel for the cause and effect between what is communicated and what gets done. Think of it as removing the “so?” to get to “oh! Got it.”

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Better decisions with less effort. Introducing the “Connection Series” Part 1

It’s time for a transformation, and I’m leading the charge. No, I’m not going to teach you to be an analyst. What I will explain is how you – an HR or executive leader – can takes steps to connect people to, and into, business performance management systems.

Those who do not understand how I do what I do may initially think that I run solely by the numbers. Yes and (emphatically) no. Sure, I’m a pretty serious, challenge-loving, bottom-line-focused gal. I look at indicators and outcomes. If I can’t connect an action (in business) to an increase in long term value, then it is likely I’m not going to spend long with it, for me or for my clients. But what isn’t so easy to see is that “action” necessarily requires a focus on, and connection with, people! People are the most critical component of my businesses, and likely of yours as well.

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