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 HBR.org.

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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Stop Trying to Sound Smart When You’re Writing

“Great writing for the sake of great writing is best left to poets and novelists. Great business writing should deliver its content without getting in the way. Invest your energy in choosing words that will inspire the actions you’re looking for and strip away anything that will detract from your core message.” – Liane Davey, Harvard Business Review, October 2016.

Here are some practical business writing tips from Liane Davey, author of You First: Inspire Your Team to Grow Up, Get Along, and Get Stuff Done and a coauthor of Leadership Solutions: The Pathway to Bridge the Leadership Gap.

My favourite is “Eliminate fancy-pants words.” Couldn’t agree more!
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Speed – A Critical Competency

Speed is the ultimate weapon in business. It is the defining characteristic that separates the truly few who are competitive from the much larger mass of the bland and mediocre. Do you believe this? Do you believe speed in decision making and speed in execution are vital? Is speed a key component of your organizational DNA? What are you doing to increase the speed and metabolism of your organization?

Things are happening faster and faster all the time. That’s not going to change. Speed and agility are the twins you need on your side in order to succeed. Dave Girouard, CEO of Upstart, and former President of Google Enterprise Apps, has it right when he says, “All else being equal, the fastest company in any market will win. Speed is a defining characteristic – if not the defining characteristic – of the leader in virtually every industry you look at”.

In his article entitled “Speed as a Habit”, Girouard shares what he calls the building blocks of speed. He then goes on to present his views on developing speed as an organizational habit, making it part of your culture and leadership brand. In our view, Girouard is right on the mark, but it certainly challenges much of what we have been led to believe. As a result, it requires leaders to consider how they may need to change their habits in light of a changing world and an increasingly hypercompetitive landscape.

To read the full article, you can go to Read More Here
But … don’t put it off till tomorrow. Speed matters.

Why you should know how much your coworkers get paid

From time to time, I come across a TED talk that is notable in terms of challenging traditionally-held views, and widely-spread conventional business practices.

David Burkus’ TED talk on salary openness and total pay transparency is one such talk.

Think about it.

If I were to give a TED talk on how teams should work better together, how managers should listen to their employees more, how important innovation is to organizational success, few people would resist the message or openly disagree. Putting those ideas into practice might be a more difficult task, but conceptually I would have virtually all of my audience on board from the outset.

If, however, I were to give a TED talk on how every employee in an organization should know what every other employee earns… excuse me? You’re joking, right? This is a concept that challenges even the most progressive of us, and would immediately be met with open resistance by many.
And yet, this is exactly what Burkus’ TED Talk recommends.

Even more remarkably, he explains how this model can benefit, and not hurt, organizations as a whole. Pay secrecy leads individuals to assume they are underpaid, or paid less than their colleagues, even when they are not. Remove the secrecy, Burkus contends, and organizations provide an increased sense of fairness and collaboration inside the company. He claims this makes happier more motivated employees, contrary to the assumption that such a practice might cause jealousy and discord.

From the employee’s perspective, removing pay secrecy and information asymmetry allows parties to negotiate in better faith, and not feel taken advantage of. It may, in fact, prove to be the easiest way to eliminate the gender wage gap, and other arbitrary, real or imagined, pay disparities in the workplace.

This is definitely a thought-provoking TED talk worth watching.

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Strategy and Leadership – A Union that Matters

Does inspired strategy or masterful leadership contribute more to your organization’s success? In the business context, this could be a debate as fundamental as nature versus nurture. Do you have a view?

I have just read an article on Wharton’s online site, knowledge@wharton, that I think is a real goldmine. It is entitled “Management 101: The Marriage of Strategy and Leadership” and is actually an interview with two Wharton professors, Harbir Singh and Mike Useem. After many years of teaching, Singh and Useem have determined that the best leaders must excel in both leadership and strategy, and that is the basis of their book “The Strategic Leaders’ Road Map: Six Steps for Integrating Leadership and Strategy”.

With numerous examples, such as P&G’s acquisition of Gillette and the Renault Nissan Alliance, the authors make their case for the equal importance of strategy and leadership. They also illuminate the downfalls of allowing your organization to emphasize one over the other.

I really think this is a must read, and know you will find it thought provoking if you can put aside a few minutes to take it in.

To read the full interview (or watch the video), you can go to Read More Here

Strengthening Your Leadership Pipeline


We have all been hearing about the importance of the leadership pipeline for many years now. Do you have a leadership pipeline? Is it as strong as it should be? If you could have five quick tips for making it stronger, would that be useful to you?

Harvard Business Review has just published a great article entitled “The 5 Elements of a Strong Leadership Pipeline”. The author, Josh Bersin, quotes a 2016 study of 7,000 organizations in which 89% of executives rated “strengthening the leadership pipeline” an urgent issue. Unfortunately, in an effort to do this, many of them grab onto the latest fad or gimmick in training and, not surprisingly, they have little to show for it.

To study this issue, Bersin and his research colleagues looked at the impact of different management practices on overall business performance, rather than focusing specifically on leadership development. When looking at companies with strong leadership pipelines, and strong financial performance, they found five key traits which are presented in this article.

The findings offered here really resonated with us, and I think they will do the same for you.

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Why Strategy Execution Unravels and What to do About It


Above innovation, above geopolitical instability, and even more than top-line growth, global CEOs describe strategy execution as being their single most significant organizational concern. Common myths around the execution of organizational strategy, however, can actually work against your chances of achieving organizational strategic success.

The following HBR video identifies some important myths around strategy execution-myths that when adhered to can lead organizations to waste time and resources on the wrong issues, while overlooking the right ones. Organizations then find themselves fixated on enhancing and improving strategy execution, while their actions and organizational culture are, in fact, hindering it.

I have listed the 5 myths below, however, this video is a must watch for anyone wishing to better understand the context and pitfalls of common sense strategy myths in play at many organizations today.

Myth #1 – Execution Equals Alignment

Myth #2 – Execution Means Sticking to the Plan

Myth #3 – Communication Equals Understanding

Myth #4 – A Performance Culture Drives Execution

Myth #5 – Execution Should Be Driven from the Top

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Managing Mental Models

We are in a time of information overload and things are not going to slow down. Do you have a process that allows you to access the information you need, process it, build on it and, ultimately, put yourself in a position to make the best decisions possible?

It might be time for a quick read of an excellent summary on this issue just published in The Farnham Street Blog entitled “Creating a Latticework of Mental Models”. In a concise and easily digested format, this article presents the need for creating what they call a latticework of your mental models.

The latticework “puts them in a useable form to analyze a wide variety of situations and enables you to make better decisions.” It points out we all need to have multiple mental models to ensure we don’t narrow the field to early and twist our arguments to fit our biases.

I hope you might find a few minutes to look it over.

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

4 Soft Skills You Need To Work On, And Why

2016.08.04_4 Soft Skills You Need To Work On, And Why
As Confucius once said “Life is really simple, but we insist on making it complicated.”

So often this is absolutely true. Take understanding what makes people successful in their jobs, for example. We write books on it, do research, publish articles. And it’s not to say these processes aren’t valuable, indeed they provide insight, and explore different conceptualizations. They change the way we think about organizational management, and how we lead and interact with others. We do learn.

Forbes, however, reminds us that interacting effectively with colleagues is actually quite a simple process, with a predictably simple outcome, that can lead to a more successful and positive work environment.

According to Forbes, focusing our self-improvement on this very short list of areas will make each of us more effective at our jobs and more successful leaders overall. Simple. Basic. Effective.

Nonverbal Communication
Dealing with Change
Saying Thank You

Read the full Forbes article below.
Read More Here