Filed under: - Change Execution, - Leadership, - Personal Reflections, - Strategy Execution | Tags: Leadership, LinkedIn
First a confession: I have not read the leadership literature on this subject. I will, but first I have to vent: authenticity is not the attribute I seek most in a leader.
Filed under: - Change Execution, - Leadership, - Organization Change Management, - People Change Management, - Project Management, - Strategy and Imperatives, - Strategy Execution | Tags: Change Management, Leadership, LinkedIn, Management Consulting, Organization Design, Planning, Projects, Readiness, Strategy, Transformation
Seems like many organizations are looking for the secret to effective strategic execution―the one thing that will fix the so-called 70% failure rate. The problem is (and we all know it deep down), there are no simple solutions for complex problems. In this series, I will look at the conventional “silver bullets” and explore why none work alone and each is only moderately effective in its common form.
“Change leadership” is a favorite clarion call among change practitioners. And, don’t get me wrong, I too believe that “it” (once we can agree on what “it” is) is important. However, I believe that by promoting change leadership as a panacea we are setting ourselves up for failure. I realize that this is a bit of a controversial position to take―I may be asking you to think differently about what you know. I will look at three points:
- “Change leadership” is not “leadership”
- Why is sponsorship regularly rated as the most important element for successful change if it’s not a silver bullet?
- The punch line
Note: the context for this discussion is “strategic” change or “transformational” change. Our firm’s definition: “Transformational change is highly disruptive to the way people do their work. It generally affects a large portion of an organization, shifts the power dynamic, and requires changes in mindset and behaviors to be realized.” (1) This is very different than the more common incremental change.
Filed under: - Change Execution, - Personal Reflections, - Strategy and Imperatives, - Strategy Execution | Tags: LinkedIn, Professional Development, Strategy
Strategy is integral in both sports and business. Furthermore, the dynamics of competition are universal. In sports, every game is a full cycle. What can sports teach us about improving execution? Here are a few observations:
- Grit wins over brains every day—but neither alone is enough for the long run.
- Anything can happen. Play is dynamic. Never assume. Always be ready.
- Every event affects momentum (every play, every hit, every heckle). Lean in to positive, brace through negative, focus on realization objectives.
- Plays are important. Competencies are essential. Synergy drives higher performance.
- Play through (not to). Impact does not generate results; follow-through does.
- Playing and watching are different. Players know. Great leaders (advisors) have played.
- There’s only one coach. Players, parents, and spectators (employees, managers, and extended leadership teams) commit or leave.
- Your perspective depends on your position. Great leaders speak to every perspective (forward/defense, rookie/veteran, coach/parent, beginning/end of game, winning/losing).
- Skin in the game strengthens commitment (ambition, grudges, purses/bonuses).
- Records are made to be broken. We can always do better.
Have you got more? Let’s hear them. Comments welcome.
We are Conner Partners, a niche consulting firm, who senior leaders have come to because:
- They are launching a high-stakes strategy and worry (from painful experience) that their organization might fail OR
- A current major initiative is losing momentum and getting bogged down
We have a 40-yr track record of delivering with companies such as Abbott, Lowe’s, Merck and Premier Health Partners, to name a few. Would you be open to an exploratory call? You can reach me at gail.severini@connerpartners.com
Related Posts:
- What’s missing from Strategy Execution?
- Are you tired of cheesy advice about change?
- Library – Great Books on Strategy Execution
There are three reasons WHY I do what I do. I believe:
- We stand (and fall) together: I believe that we all benefit when organizations succeed at Strategy Execution. When our organizations are more successful, our communities thrive. I see a direct, compounding link here. We all can make a difference.
- This work is hard and “can” is not a constraint: I have spent about half my career in businesses making change happen and about half in consulting. I understand the tension between “we can do this” and “we should do this.” I believe that the combination of insight and tenacity can drive more “can.”
- Humility is powerful: I am a practitioner on a journey toward mastery with colleagues and clients. No matter how good we get, we can all be better. Our capabilities can expand as innovations advance—if we are open to learning. Writing this blog is a part of that journey—capturing information, figuring out its relevance, and sharing and discussing it.
Filed under: - Change Execution, - CM Resources, - Innovation, - Leadership, - Marketing, - Organization Change Management, - People Change Management, - Project Management, - Strategy and Imperatives, - Strategy Execution | Tags: - Innovation, Change Management, LinkedIn, Planning, Professional Development, Projects, Strategy
Updated March 2013. Additions in red.
We all have a “library” of resources we’ve read that have shaped our thinking and practice.
These are the books I reference regularly.
My top four are in bold. (I couldn’t narrow it down to three.)
If you don’t see your favorites please share them in the comments section.
What’s on your bookshelf?
More resources in the Related Posts below.
Leadership:
- “How to Become a Great Boss: The Rules for Getting and Keeping the Best Employees,” Jeffery J. Fox, Hyperion, New York, 2002
- “Mastery: The Keys to Success and Long-Term Fulfillment,” George Leonard, Penguin Books USA, Inc. New York, 1992
