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 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.
“I am reading every book by Peter Drucker I can get my hands on.” That’s what Tsukuba International School Principal, Shaney Crawford, said to me nearly nine years ago. Never before, nor since, has any salaried manager or company CEO ever told me anything even remotely similar even though this is precisely the type of self-education that most ought to be doing. When Shaney Crawford asked me to serve on the school’s board, I immediately agreed.
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.
Rapid growth of business frequently means improved selling behavior of your salesforce. Some leaders I encounter are aware there are issues in their salesforce, but often don’t have complete visibility into specific behaviors that ought to be changed. Below are five of the most common behaviors of salespeople I have encountered and what I advised.
Empowering people can be motivating and serve as a boon to your business’s results, but only if you do it right. However, nothing engenders cynicism more than pro forma exercises in prima facie empowerment. Too frequently, I find ham-fisted attempts of managers at making people feel empowered, often at the behest of some kind of edict issued by HR managers who are oblivious to the damage they cause.
There is no percentage in fear of the hypothetical, no matter how reasonable a hypothesis might sound. Anyone can prognosticate doom about anything someone doesn’t like for whatever reasons. The impossible is only something no one has done yet.