If you want traction for change among individuals in your organization, it is only when there are clear standards of performance or behavior, accountability to meet them, and support to help people succeed that a change can take hold. In my experience, a deficit in any one of these three will alter the way any change is treated and viewed, and will lose traction as a result.
An executive I was asked to coach told me how she was at wits end trying without success to get a manager on her staff in a significant role to work with an important segment of customers. She did her best to explain to the manager why working with this segment is important to the business and to coach the manager in how to go about working with such customers. The executive made herself available for advice should the manager get stuck and need help, and asked the manager about concerns that she might help address. The executive was doing all the right things time and time again—all to no avail. Her manager simply would not improve. Continue reading →
If you are a leader seeking rapid change in your company, forget about culture. Culture will take care of itself. Focus on new ways of doing things. The genesis of a new culture results from a change in behavior, not the other way around. Change the way people do things. Culture change follows as a result.
Do you want to strengthen your business’s performance, and grow your business fast? Below are my top five pieces of advice that often run most counter to conventional practices I observe in companies in Japan and elsewhere in the world. Continue reading →
Strategy is about creating the future, not predicting it. You develop strategy by starting with a bold vision of the business in the future and working backwards, not by an understanding of the present business and working forward. The latter merely entices you to compromise your vision. It is only the former that can take you where you want to go.
I define conservatism as clinging to traditional practices with opposition to change and innovation out of principle. You fight conservatism in an organization through initiating bold action independently and dealing with the consequences, not by insisting others change first. It is the way a person acts that makes him or her conservative, and not necessarily the way he or she thinks.
It is not uncommon for a CEO not to know exactly how his or her sales and business development people routinely behave in front of real customers and prospects without observing them in action. I recently learned of how one CEO was blindsided when he did just that.