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:
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.
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.