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).
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. Continue reading “Alignment Series #3: When strategy changes”
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.
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?
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. Continue reading “Leaders nurture and invest”
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:
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.
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.”
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.