New methods can appear threatening to some managers who have never had to change in order to be successful.
If I offered you more money for results, would you change anything that you are doing now?
I have asked this very question to numerous successful CEOs, and invariably the answer is no. I suspect yours is as well.
Below are seven pieces of advice I give to business leaders based on the most successful strategy practices I know. Whenever I discuss these in an open forum, there is always pushback from at least a few people, particularly in Japan. Some people are even offended! That’s OK.
If I am doing my job correctly, at least some people should be made to feel uncomfortable.
All senior level executives and managers are asked to develop and present a strategy, whether global strategy, regional strategy, or simply strategy for a team or department they oversee. Many managers create long slide presentations with lots of data to justify why their strategy is right. However, the most persuasive managers talk about all the reasons their strategy might be wrong. Continue reading
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.
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.