Author Archives: R. Douglas Williamson

Getting to Meaningful Strategy Discussions


Are you finding yourself a little lost in the quagmire of frameworks and theories aimed at helping you in your strategic thinking and planning processes? Would you welcome a fresh perspective?

There isn’t a leader out there who hasn’t studied, discussed and, most likely worried about, the ever present challenge of strategy and being strategic. You can over-engineer and complicate it to death – or, according to a recent article from Harvard Business Review, you can take a practical approach, looking at how well strategic thinking is implemented throughout your organization on a day-to-day basis.

The article I am referring to is entitled, Being a Strategic Leader is About Asking the Right Questions. It offers five very straightforward questions for you to ask yourself and your team. They are presented in a deliberate order, and include the following:

  1. What are we doing today?
  2. Why are you doing the work you’re doing? Why now?
  3. How does what we’re doing today align with the bigger picture?
  4. What does success look like for our team?
  5. What else could we do to achieve more, better, faster?

Having read the list, you might be tempted to go right to the fifth question, but the article warns against doing that. You must do the groundwork in the here and now, before you can effectively look forward to the new and better.

I have always believed purposeful and relevant questions are the very best tool in the leader’s toolkit. This article proves the point, once again.

To read the full article, you can go to Read More Here

Bad managers lead to lost employees. Period.

This is not breaking news.

This equation is never going to change.

Companies avoid getting rid of bad managers for any number of reasons –  he’s a brilliant mind, she’s been with the company since the outset, he has the best sales record in the organization; the financial package to get rid of her would be too much.

A company’s decision to not get rid of that bad manager, however, is also a decision to get rid of any number of valuable employees reporting to him or her over time. These good workers, managers, and possible future leaders of the organization will then be gone before they can even reach their potential within the company.

No amount of bonuses, perks, or external motivators can compensate for the negative impact of a bad boss over the long-term. Employees will stay, either until they can’t take it anymore, or until something better comes along, leaving companies to rehire and retrain a continual stream of new employees who, in turn, are left to deal with the same bad manager until they decide to move on as well.

Read more on this topic in this article from

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5 Essential Practices for Leading Cultural Movement

We all know the adage “you can’t teach an old dog new tricks.”

This age old cliché assumes that the dog is too old, or too set in its ways, to change at this point in its life. So why bother – right? But what if the dog’s age, or ability to learn, was never the problem at all? What if the problem is that the change is being imposed, and does not stem from internal motivation or inclination? Yes, it is difficult to impose the learning of new tricks on an old dog but, if you shift the motivation and create a desire for change … well that an old dog is able to learn a few new tricks after all, isn’t it.

The HBR article below is called “Changing Company Culture Requires a Movement, Not a Mandate.” I think it is a fantastic read for anyone who, in the back of their mind, or even right in the very forefront of their mind, holds a nagging intuition that top-down imposition of mandates for cultural change don’t work. Simply put “someone with authority can demand compliance, but they can’t dictate optimism, trust, conviction, or creativity.”

If you are interested in reading about ideas and practices that can help galvanize employees to create organizational change, or even smaller team movements towards change, then I highly suggest this read.

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Why Some People Get Burned Out and Others Don’t

Emotional intelligence.

More often than not, we consider the quality of emotional intelligence primarily in terms of how we relate to others. When we discuss and weigh the impact and positive outcomes of high emotional intelligence, we generally do so based on the connections and relationships it allows us to foster with colleagues and other individuals in our lives.

Another notable impact, however, of high emotional intelligence, is how it enables us to employ emotional skills to help ourselves. The self-awareness, self-management, conflict management skills, empathy and compassion that we employ to foster positive relationships with others, can be used internally to allow us to counteract the physiological impact of stress. In turn, high emotional intelligence can help counteract and reduce the chances of experiencing burnout.

This Harvard Business Review article summarizes how we, as individuals, can leverage emotional intelligence in order to deal with stress, and ward off burnout. The concepts presented aren’t wholly unique, however, they are woven together concisely and provide a pragmatic overview of some of the most basic strategies we can employ to help ourselves through stressful times.

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Strategy plus execution: It takes both to succeed

Sometimes I wonder how we are still writing about this.

“Strategy plus execution: It takes both to succeed.”

I balked at the title of this Globe and Mail Business article. I mean is this really news to anyone? But then again, how does it seem so elusive? Why are so many companies still struggling to figure it all out?

We know that Apple does it right, Starbucks, IKEA. We know that there is no real point in even having a strategy if you don’t execute it well. We know that executing without a plan, purpose or focus is equally doomed to fail. We know it all, and yet so many still fail to capture the holy grail of executing strategy effectively in order to ensure organizational sustainability and success.

I am including a link to the article partially because it includes some practical tips, but more so because it serves as a reminder that one of the most basic premises of business success is still a difficult one for many organizations to achieve.

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Overlooked leaders and how to find them

Do you find your organization hiring and promoting the same personalities into leadership roles over and over again? The extrovert? The verbose, bombastic luminary? The individual who seems to crave the spotlight and jump at any opportunity to steer the ship? Of course … most organizations do. And there is good reason why these people get noticed and promoted, however, there is also ample evidence to show that introverted and more reserved employees often make wonderful leaders, too, and that a balance of personalities make the whole so much greater than a sum of its parts. After all, not all individuals being led are extroverts either. There isn’t a one size fits all best leadership style.

Thank you McKinsey & Company for reminding us that not all talent looks the same, and not all great leaders are the same. The reality is, there are many potential leaders within most organizations, some of whom don’t get easily noticed – you have to put in some effort to find them.

This is a lengthy article, but I do think it is an important one, and well worth the read.

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Are you a giver or a taker?

I simply love this TED Talk by Adam Grant on “givers”, “takers”, and “matchers” in the workplace.

While I usually recommend readings on my Blog, the reality is that in my leadership development and organizational strategy sessions with clients, I almost always screen videos; they break up the day, and the visual media component resonates with people on an entirely different level.

Besides being a great storyteller, Adam Grant has a very intriguing message to convey regarding the various roles people assume in organizations, and the implications of those roles on both individual and collective organizational performance.

One of the big take aways for me personally, was Grant’s suggestion that getting positive influencers into your organization is not enough on its own, but that making sure negative influencers don’t get in truly is the key. No amount of good can undo bad!

Definitely a useful 13 minutes of your time.

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Leadership Lesson from my Family – Success and Motivation

I’ve decided to write a more personal post, on a lesson I’ve learned from my own family and life experience. After all, you’d be hard pressed to convince me that everything worth learning can be taught in a classroom, or read about in a book or article. And, as I reflect on almost 50 years in business, I am more convinced than ever that, even without a formal education, you can be a great business leader – if you are smart enough to learn from what is around you, fully understand people and how they work, and, most importantly, try to understand your own strengths, weaknesses, and impact on others.

This is a photograph my 86 year old father e-mailed me last week. He even beat me to the punch on getting it posted on Instagram because, at 86 years old, he is a life lesson in himself, epitomizing the notion that it is never ever too late to learn new things, and grow as a human being. If isolation and loneliness are concerns for our older generation, my dad combats it daily by interacting on social media, travelling the world, and working out at his local gym. He even walked into a tattoo parlour by himself last year to knock “getting a tattoo” off his bucket list.

But, this blog post is not so much about my dad, as it is about my facial expression. Look at me. I am 4 years old and, according to my dad, have just successfully caught a football for the very first time. What would it be like to capture that feeling of sheer joy and accomplishment, and feel it every single day. While I can’t recall the actual moment myself, from my own experiences as a parent I can almost guarantee it was followed up with the words “again dad, again”, and then, over time, “why don’t you stand a little further back, dad” or “let’s see if I can catch 10 in a row now.”

That is the addictive quality of achievement and success. Feeling successful feels great, and so we want to feel that again and again and again.

Which then begs the question, why do so many managers and leaders focus on where employees are falling short, instead of regularly pointing out their accomplishments, and building on their strengths? I believe it is a fact of basic human nature that when you feel successful, you want to feel it again, and feel it more, and feel it in different ways. When you feel like a failure, though, the tendency is to resign, stop trying, hide away and hope no one notices you’re not succeeding.

So, Lesson 1 of Leadership Lessons from my Family is about Success and Motivation. If you want to be a great manager, leader, parent, or even just a great human being, find ways to make the people around you feel successful, as often and in as many different ways as you can.

But wait, perhaps you are thinking, isn’t this what we’ve been doing with our parenting over the past 30 years? And isn’t it going horribly wrong as we tell our kids how wonderful they are over and over, to the point that they think they don’t have to try or work hard, because everything they do is so great and so perfect just as it is? And aren’t these kids going off to university unprepared? And entering jobs thinking they are so special, only to realize that in the real world they are not, in fact, entitled to a six figure salary out of university, or gushing praise from their boss over every report they produce?

To clarify, my point is not to blindly tell employees they are doing amazing things when they are not, or to walk around the office giving high fives and saying “great job” to everyone on a daily basis. If you want to be a truly great leader, then your task is actually far more complex than that. Your job as a leader is to find ways to make your employees be successful, feel successful, and own and be motivated by that success as their own. If you can create an environment in which your people are set up to have and feel success, then you will create a culture in which every team member is striving to catch that next football, to catch it from further away, and to catch it more times without dropping it, than they ever have before.

Taking a Chance on New Ideas

If you are being very truthful with yourself, would you say it is possible that you could use some refreshed, and very common sense, pointers for setting strategy? Or making critical business decisions? Or solving any of the challenging problems that come your way?

I thought so, and that is why I feel quite sure you will enjoy “Strategy and the Art of Motorcycle Maintenance”. This is a short, but excellent article from McKinsey & Company that offers seven wonderful lessons which each become useful tips that every leader can benefit from.

To put yourself in the best mindset for really internalizing these useful suggestions, however, a quote from the end of the article is worth considering first. The author, Chris Bradley, notes that his mid-life push into motorcycling took him out of his comfort zone. He says, “There is something about becoming a novice again that … builds a great sense of renewal”.

It’s about opening yourself up to new ideas and new ways of doing things.

Life is a journey, and business is too. Enjoy the ride!

To read the full article, you can go to Read More Here

True Leaders Believe Dissent Is an Obligation

“Humility in the service of ambition is the most effective and sustainable mindset for leaders who aspire to do big things in a world filled with unknowns”.

So argues Fast Company cofounder William C. Taylor, in this concise but thought-provoking piece posted on

Taylor, author of Simply Brilliant: How Great Organizations Do Ordinary Things in Extraordinary Ways, chips away at some common misperceptions of leadership, including the idea that leadership means giving direction rather than taking it, and the notion that having ambition precludes exercising humility.

He believes the most effective leaders are ones who successfully create a culture in which individuals are not only willing to express dissenting opinions, but feel obliged to. This requires both self-assurance and a whole hearted belief in the value and positive potential of encouraging thoughtful dissention.

We teach our children to speak up and speak out, not to follow the crowd blindly, and to take a stand when it matters. So why shouldn’t we want and expect the same of our employees?

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