Align, Engage, Pivot, Gain Momentum!
It is never too late to lead better. Lead for alignment.
Only with alignment and momentum are performance breakthroughs possible.
Only with Aligned Momentum can a business be vibrant: Valuable, Relevant, and a Great Place to Work.
If your actions inspire others to dream more, learn more, do more, and become more, you are a leader. ~John Quincy Adams
If what you want is a vibrant business, consider – what will it take to orchestrate change – to Pivot – from performance management to performance momentum?
Performance momentum only happens when people are clear about the strategic direction, objectives, values, and how they fit. Alignment and engagement drive momentum. Vibrancy is evident, in (and for) the business and the people who work there. Continue reading “In a vibrant business, performance is inspired and reviewed. (Part 3 of 4)”
“Why is it so hard to find an excellent employee?”
That was the subject of a 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.
Where’s the issue? Is it in the selection? hiring? alignment of person to role? management? something else? all of the above?
Consider-Is it that they aren’t excellent or is it that they become less so once they are in your workplace?
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.
Continue reading “Alignment Series #3: When strategy changes”
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, former CEO of Open Sky, explained this well in a talk recorded on Inc. Only subscribers can view the article so I’ll just share a few notes from his talk. Continue reading “Alignment Series #2: How do you know when strategy must change?”
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). Continue reading “Alignment Series #1: How to align people with strategy”
Feel great & do even better! Who doesn’t want that for themselves? Who wouldn’t want that for others? So of course we foster feeling great at work. whoops! screech. halt. back up. We don’t? Why not? Mostly because what we think we need to do is hard. But they really are NOT what is needed, or wanted. I call these Better Business Management Myths and I’ve listed three for you below: Continue reading “Align YOU with what you do.”
Until recently, employee benefits costs – healthcare, in particular – have been considered a necessary cost of doing business, external to a company’s core products or services. An emerging school of thought, however, suggests that employee wellness affects much more than a company’s bottom line as a human resource expense. Wellness also affects absenteeism, productivity and efficiency. In other words, healthy employees are more likely to successfully contribute to a company’s core business than sick or injured employees who are unable to perform at optimal levels.
In this way, wellness does, indeed, contribute to every company’s bottom line and, as a result, needs to be stated as a measurable goal of every company. But how can wellness be quantified? Continue reading “A scorecard for your Wellness initiative”