Talk is cheap. It costs nothing to speak, but the impact of words is often lasting and far reaching. If your words don’t match your actions, then they could have even greater ripple effects. When we search for answers to organizational issues, explanations as to why things happen and what our fate will be, we hang onto words as if they are the last slice of bread we will ever eat.
You must have heard:
• “Our people come first!”
• “We are seeking to meet the challenges of the marketplace”
• “We are in a competitive landscape”
Blah, blah, blah. That’s what this kind of talk sounds like to everyone. These clichés often waste key opportunities for meaningful communication. If you don’t seize these pivotal moments to have tough conversations, be honest, transparent and stop spinning and positioning, then your words will indeed have impact – but probably not the impact you intended.
Clients tell me when they hear words that sound like double talk they know that the speaker is either hiding something or what they are saying is untrue. Even worse is when it’s apparent that someone wants to avoid having a tough conversation and all his or her actions and body language speak exactly the opposite of what he or she is attempting to convey.
Before you speak in front of thousands, you need to learn the skills for having tough conversations one on one. If you can’t communicate to one then there’s no way you’ll be able to reinforce the message delivered to thousands. Luckily, most of us don’t manage thousands, we manage a few folks or even none. So how do you have those tough conversations?
Before you start the process of having a difficult conversation, you must evaluate:
1. Is it worth saying anything at all?
2. Is there another way to resolve this?
3. Are there other people that need to be involved?
4. Am I trying to change someone else or do I really need to shift something in myself?
For tough conversations, I have developed a step-by-step formula called the Tough Conversations B.D.A. (Before, During and After) Process. Most of my formulas are pretty simple, however the execution of them can take a lot of time, dedication and diligence. This blog will cover the “Before” process. Subsequent blogs will review the “During” and “After” processes. Here we go…
Before:
Take time to prepare for the difficult conversation. It enables you to see both sides of the issue, take full responsibility and move you to feeling empowered and secure before you have the actual conversation. Avoid the impulse to blurt out words, which can end up hurting everyone.
1. Know whom you are speaking to before you do – analyze their behaviors and values and create a plan of how to speak from their position and not yours. Golden rule: speak from your shoes, results not so great; from the other person’s shoes, stellar results
2. Feelings aren’t facts, so separate them – most of us lead with our feelings instead of examining the actual course of events. Do not ignore how you feel, however be careful to look at what’s true and what’s not. For example, maybe George said something that hurt your feelings but had no impact on the company, the department or anyone else
3. Envision the end result – envision your relationship in the future, complete with understanding, listening and learning
4. Evaluate contribution – if you must engage in a tough conversation with someone then realize that you too have helped create this difficult situation. Looking at your part allows space for both of you to take responsibility. One way to do this is:
o Consider the situation and feel the other person’s pain completely
o Think of how it could have had a better and more productive outcome
o Make a commitment for how and what you will take responsibility for
5. Journal – a great way to understand how you are feeling about the conversation and to get real about what you need
6. Stop and ask yourself the following questions:
o Feeling - What am I Feeling?
o Truth - What is the Truth?
o Learning - What am I meant to Learn?
o Responsibility – What Responsibility can I take?
o Action – What proactive Action can I take?
Tough conversations are “tough” for one reason – they challenge people. Your mastery of them will only help you to be a better leader – one who is much more effective at getting things done and building relationships. After all, isn’t this what it’s all about? People-centric leadership!
Friday, May 14, 2010
Thursday, May 6, 2010
Working Change Free
According to The Conference Board CEO Challenge Survey, one of the chief challenges of CEO's is "stimulating innovation/creativity/enabling entrepreneurship." It’s a funny thing about inspiring such attributes…unless you currently measure your people by innovation, creativity and entrepreneurship, your organization is going to need to undergo a major shift of thinking, processes and procedures in order to make this happen.
Let’s face it many organizations are exploring alternative strategies to enable them to operate more efficiently and to motivate their staff to become more creative, innovative and entrepreneurial. A strong leader knows you must change your game in order to get ahead. You can't live and work change free, even though most of us would like to be on the isle of denial for many years.
When times are as tough, getting things done becomes a top priority and asking people to think and be different is key. Here are clear pitfalls to avoid…
1) Waiting to change – If you are considering new paradigms to getting things done, you should implement those disruptive changes now. Organizations thrive through a process of pursuing and demanding change. The more uncomfortable the process the better. No great strides have ever been made by remaining idle. Create an environment where people of all ranks are given permission to engage in hearty and transparent dialogue; examine organizational and individual beliefs; inflame innovation; conceive a new future; negotiate and revise cultural norms; rekindle motivation; and ignite responsibility for team action. What you get: an organization focused on culture and people.
2) Blaming others – When times are tough, it’s essential to pioneer unconditional responsibility. Claim your role in every action with humility and ensure others do the same. Align your words with your actions and make it clear what accountability measures you will take if your words and actions run out of alignment. The strength and character of your leadership and your definition of teamwork is tested by the degree of responsibility you take. You are solely responsible at the end of the day for everything you do. Innovation comes out of responsibility. What you get: leaders.
3) No talking or talking without significance - Talk is cheap, meaningful words are priceless. Create venues for unconditional honesty; demand dialogue; use language that demonstrates transparency; ask provocative questions that probe and evoke curiosity; and share information with velocity. Settle for nothing less. What you get: merciless merging of strategic plan with market/economy, also competitive analysis, proficient people and dramatic results.
4) Flaky actions, plans and priorities - Connect all meaningful actions with strategic plans and larger organizational priorities. Make everything clear. Ensure that there’s a common approach and common language. The strength and clarity of the link will determine who, how and when it all gets done. Re-examine with vigor. What you get: harmonized people, priorities and results.
5) Keeping people in their seats – It does no one any good to let poor performers languish. Create “score cards” for each employee. Provide hands on mentoring, coaching and training within a timeframe. If your employees don’t improve quickly, either move them out of the company or out of the department. What you get: performers in each role and a rigorous examination of progress.
In such dynamic times, it’s easy to go with the flow, but in reality, careful examination and investment is critical to your progress. Request that employees show up and allow their voices to be heard powerfully. This places ownership on your people and enables them to shape their future.
Let’s face it many organizations are exploring alternative strategies to enable them to operate more efficiently and to motivate their staff to become more creative, innovative and entrepreneurial. A strong leader knows you must change your game in order to get ahead. You can't live and work change free, even though most of us would like to be on the isle of denial for many years.
When times are as tough, getting things done becomes a top priority and asking people to think and be different is key. Here are clear pitfalls to avoid…
1) Waiting to change – If you are considering new paradigms to getting things done, you should implement those disruptive changes now. Organizations thrive through a process of pursuing and demanding change. The more uncomfortable the process the better. No great strides have ever been made by remaining idle. Create an environment where people of all ranks are given permission to engage in hearty and transparent dialogue; examine organizational and individual beliefs; inflame innovation; conceive a new future; negotiate and revise cultural norms; rekindle motivation; and ignite responsibility for team action. What you get: an organization focused on culture and people.
2) Blaming others – When times are tough, it’s essential to pioneer unconditional responsibility. Claim your role in every action with humility and ensure others do the same. Align your words with your actions and make it clear what accountability measures you will take if your words and actions run out of alignment. The strength and character of your leadership and your definition of teamwork is tested by the degree of responsibility you take. You are solely responsible at the end of the day for everything you do. Innovation comes out of responsibility. What you get: leaders.
3) No talking or talking without significance - Talk is cheap, meaningful words are priceless. Create venues for unconditional honesty; demand dialogue; use language that demonstrates transparency; ask provocative questions that probe and evoke curiosity; and share information with velocity. Settle for nothing less. What you get: merciless merging of strategic plan with market/economy, also competitive analysis, proficient people and dramatic results.
4) Flaky actions, plans and priorities - Connect all meaningful actions with strategic plans and larger organizational priorities. Make everything clear. Ensure that there’s a common approach and common language. The strength and clarity of the link will determine who, how and when it all gets done. Re-examine with vigor. What you get: harmonized people, priorities and results.
5) Keeping people in their seats – It does no one any good to let poor performers languish. Create “score cards” for each employee. Provide hands on mentoring, coaching and training within a timeframe. If your employees don’t improve quickly, either move them out of the company or out of the department. What you get: performers in each role and a rigorous examination of progress.
In such dynamic times, it’s easy to go with the flow, but in reality, careful examination and investment is critical to your progress. Request that employees show up and allow their voices to be heard powerfully. This places ownership on your people and enables them to shape their future.
Friday, April 30, 2010
Align Foot Soldiers With Visionaries
No two people are alike. Even if you compare one person’s fingerprint with another they will be different, one person’s personality to another, it would be different, one person’s specific likes and dislikes, it would be different. Organizations are similar. They are comprised of people who have different traits, characteristics and strengths. The success of the organization is contingent upon the mix of people – the confluence of strengths and values mixed with those who are great “doers” and those who are great visionaries.
Every army needs a mix of both, the foot soldiers who physically engage in battle day to day and the generals who can oversee them. If you have an army with only soldiers there will be bedlam with no strategic direction and oversight. Who would oversee the overall battle and determine which moves need to be made in order for there to be a build up for victory?
A general without soldiers is a battle that is non-existent. Generals may be the chief strategists and even be the cause for fighting, however there will be nothing gained without soldiers who can execute these plans. Just imagine a general shouting, “Run up the hill!” to no one actually in the field to do the running.
Just because you have a mix of foot soldiers and visionaries, does not guarantee organizational success. Joe may be a great strategist, however he can be horrible at aligning teams. Sarah, may be wonderful at inputting financial data, however she cannot follow direction. The mix of the “right” people in the right jobs with clear expectations and accountability ensures success.
Here are some tips:
1) Appreciate everyone on your team.
A simple “thank you” or “great job” doesn’t get you far. “Thank you’s” are cheap and easy to say. If you have a powerful desire to manage your team and create a motivational environment, you’ll need a lot more than a “thank you”. Have your comments mean something. When formulating how you will verbalize your appreciation, consider utilizing the following formula:
• Details - what action was done, how they went above and beyond, how they united groups, etc.
• Jot it - write down and keep it as a record.
• Intention – what is your intention by communicating this praise?
• Environment – where do you want to give the praise? What is the proper environment? E.g. at an all-hands meeting, one-on-one weekly check-in.
• Say it - communicate your praise with enthusiasm and an eye towards developing the person.
2) Examine
You may have a great visionary who is not so great at the details. You may have someone who is great at handling the day to day and not a great visionary. You need a combination of both to succeed. Make sure you are examining each person’s strengths and ensure the role they are in sets them up for the greatest success.
3) Develop talents
Develop individual and group talents accordingly. It’s not enough to simply know someone is strong in their job; it’s critical to spend time in developing the person’s talents. The more an employee feels you devote consideration and attention to them and are dedicated to their development, the greater chances for them to succeed.
4) Constantly recruit
You never know when you will need to hire. You just don’t want to hire anyone you want the person who will be the perfect fit. Finding foot soldiers or visionaries takes time, effort and energy. Why wait until you need to fill a position to recruit and then sift through hundreds of resumes? Recruit now. Scope out the best of the best. Take them out for coffee or a meal. The least that will happen is you’ll meet a good person that you can network with in the future.
When you align foot soldiers and visionaries you get the right people in the right jobs performing at a high level. The success of your organization will soar and your people will be sought after and recognized both inside and outside of your organization.
Every army needs a mix of both, the foot soldiers who physically engage in battle day to day and the generals who can oversee them. If you have an army with only soldiers there will be bedlam with no strategic direction and oversight. Who would oversee the overall battle and determine which moves need to be made in order for there to be a build up for victory?
A general without soldiers is a battle that is non-existent. Generals may be the chief strategists and even be the cause for fighting, however there will be nothing gained without soldiers who can execute these plans. Just imagine a general shouting, “Run up the hill!” to no one actually in the field to do the running.
Just because you have a mix of foot soldiers and visionaries, does not guarantee organizational success. Joe may be a great strategist, however he can be horrible at aligning teams. Sarah, may be wonderful at inputting financial data, however she cannot follow direction. The mix of the “right” people in the right jobs with clear expectations and accountability ensures success.
Here are some tips:
1) Appreciate everyone on your team.
A simple “thank you” or “great job” doesn’t get you far. “Thank you’s” are cheap and easy to say. If you have a powerful desire to manage your team and create a motivational environment, you’ll need a lot more than a “thank you”. Have your comments mean something. When formulating how you will verbalize your appreciation, consider utilizing the following formula:
• Details - what action was done, how they went above and beyond, how they united groups, etc.
• Jot it - write down and keep it as a record.
• Intention – what is your intention by communicating this praise?
• Environment – where do you want to give the praise? What is the proper environment? E.g. at an all-hands meeting, one-on-one weekly check-in.
• Say it - communicate your praise with enthusiasm and an eye towards developing the person.
2) Examine
You may have a great visionary who is not so great at the details. You may have someone who is great at handling the day to day and not a great visionary. You need a combination of both to succeed. Make sure you are examining each person’s strengths and ensure the role they are in sets them up for the greatest success.
3) Develop talents
Develop individual and group talents accordingly. It’s not enough to simply know someone is strong in their job; it’s critical to spend time in developing the person’s talents. The more an employee feels you devote consideration and attention to them and are dedicated to their development, the greater chances for them to succeed.
4) Constantly recruit
You never know when you will need to hire. You just don’t want to hire anyone you want the person who will be the perfect fit. Finding foot soldiers or visionaries takes time, effort and energy. Why wait until you need to fill a position to recruit and then sift through hundreds of resumes? Recruit now. Scope out the best of the best. Take them out for coffee or a meal. The least that will happen is you’ll meet a good person that you can network with in the future.
When you align foot soldiers and visionaries you get the right people in the right jobs performing at a high level. The success of your organization will soar and your people will be sought after and recognized both inside and outside of your organization.
Thursday, April 22, 2010
Bold Leadership Takes Center Stage
Being a strong leader is not easy and when done right, you can revolutionize a company. Let's take a page from a high level executive who was anointed to a superstar title in the movie industry. With this enormous opportunity so has come the challenges. Rich Ross is the Chairman of the Walt Disney Company and since he was promoted to this position in late 2009, he has shown a strong theme of leadership.
He has taken hold of a renowned and recognized brand and is doing what he does best, reinventing it. At Disney Channel as head of the network, he build mega powerhouse franchises such as "Hannah Montana," "That's So Raven" and "Wizards of Waverly Place."
I admire Rich Ross quite a bit. Years ago I worked with him first at Fox and then at Disney. He has always demonstrated a mix of fearlessness and innovation with a fierce look at the big picture and the bottom line. He is a master of taking one brand and repurposing it in different avenues such as film, online, merchandise, etc.
Surely taking over at Disney could not have been easy. Ross has moved around lots of people inside the company. He has cleaned house, while promoting some people and making non-traditional decisions. Ross focuses on the people - getting the right ones in place and jealously safeguarding star performers.
In the search for a new Chief Marketing Officer for Walt Disney Studios, Daily Variety states, "Ross had been adamant about hiring someone from outside Hollywood. He wanted someone with fresh ideas, especially an exec that knew how to effectively use digital platforms to attract younger ticket buyers. He also wanted an exec with experience in launching new consumer products."
Ross' recent non-traditional hire was today. He hired MT Carney as the new Chief Marketing Officer for Walt Disney Studios and she fits in perfectly with Ross' "think-different" approach. She will oversee a $400 million budget for marketing and distribution under Walt Disney Pictures and Touchstone and has never handled the rollout or launch of any film, no less a major studio film.
Carney has been a successful executive who founded a media planning company that has been successful by steering away from traditional advertising. She doesn't have heaps of entertainment experience, however she does in the arena of launching new consumer products for companies such as like Coca-Cola, Unilever, Kimberly-Clark, Johnson & Johnson, Nokia and Nike.
What Ross' leadership demonstrates is that leading and running a business as we've done it will not work today. You can say "well it's the recession" that causes new thinking, however Ross shows that innovation and creativity must be the fabric of every leader. Making tough choices and tough decisions catapults an organization and shows employees, you too can make a powerful difference.
On a personal note...Thank you Rich for this lesson and for the bold moves you are making and for all you have taught me too.
He has taken hold of a renowned and recognized brand and is doing what he does best, reinventing it. At Disney Channel as head of the network, he build mega powerhouse franchises such as "Hannah Montana," "That's So Raven" and "Wizards of Waverly Place."
I admire Rich Ross quite a bit. Years ago I worked with him first at Fox and then at Disney. He has always demonstrated a mix of fearlessness and innovation with a fierce look at the big picture and the bottom line. He is a master of taking one brand and repurposing it in different avenues such as film, online, merchandise, etc.
Surely taking over at Disney could not have been easy. Ross has moved around lots of people inside the company. He has cleaned house, while promoting some people and making non-traditional decisions. Ross focuses on the people - getting the right ones in place and jealously safeguarding star performers.
In the search for a new Chief Marketing Officer for Walt Disney Studios, Daily Variety states, "Ross had been adamant about hiring someone from outside Hollywood. He wanted someone with fresh ideas, especially an exec that knew how to effectively use digital platforms to attract younger ticket buyers. He also wanted an exec with experience in launching new consumer products."
Ross' recent non-traditional hire was today. He hired MT Carney as the new Chief Marketing Officer for Walt Disney Studios and she fits in perfectly with Ross' "think-different" approach. She will oversee a $400 million budget for marketing and distribution under Walt Disney Pictures and Touchstone and has never handled the rollout or launch of any film, no less a major studio film.
Carney has been a successful executive who founded a media planning company that has been successful by steering away from traditional advertising. She doesn't have heaps of entertainment experience, however she does in the arena of launching new consumer products for companies such as like Coca-Cola, Unilever, Kimberly-Clark, Johnson & Johnson, Nokia and Nike.
What Ross' leadership demonstrates is that leading and running a business as we've done it will not work today. You can say "well it's the recession" that causes new thinking, however Ross shows that innovation and creativity must be the fabric of every leader. Making tough choices and tough decisions catapults an organization and shows employees, you too can make a powerful difference.
On a personal note...Thank you Rich for this lesson and for the bold moves you are making and for all you have taught me too.
Thursday, April 15, 2010
When Rah Rah Becomes Blah Blah
Organizations and leaders are big on the rah rah to get employees excited and motivated to take action. It doesn't last. In fact it does the opposite. Employees get completely excited for two minutes - "yes, I'm on board!", and then their excitement drops to skepticism - "wonder what this means...layoffs, turnover, merging groups or is this just a lot of talk".
Rah rah for the crowd seems like a great idea, however if it's not backed up with meaningful words and actions, you will lose buy in quickly. Also, if you are a leader who is more introverted, then living up to the expectation of rah rah will leave the masses greatly disappointed, including you. Being true to who you are and utilizing words that have meaning are two qualities of a strong leader.
Before scheduling that big ol company meeting or deciding to make a grand announcement, ensure you have a strategy in place to take lofty words into action. In 30 days you want people to be able to see some difference, however minor. Communicate clearly, early and often and gain a reputation for doing so. Better to be known as someone who delivers rather than a leader who whoops up the masses with little results. Show others how they can succeed over and over and over again.
Now that's the kind of rah rah we can all believe in.
Rah rah for the crowd seems like a great idea, however if it's not backed up with meaningful words and actions, you will lose buy in quickly. Also, if you are a leader who is more introverted, then living up to the expectation of rah rah will leave the masses greatly disappointed, including you. Being true to who you are and utilizing words that have meaning are two qualities of a strong leader.
Before scheduling that big ol company meeting or deciding to make a grand announcement, ensure you have a strategy in place to take lofty words into action. In 30 days you want people to be able to see some difference, however minor. Communicate clearly, early and often and gain a reputation for doing so. Better to be known as someone who delivers rather than a leader who whoops up the masses with little results. Show others how they can succeed over and over and over again.
Now that's the kind of rah rah we can all believe in.
Friday, April 9, 2010
Building Your Value
Want to give yourself an extra boost of visibility and build your value? Here's a daily three-step checklist to ensure you are elevating your brand:
1) Check in with your boss - find out what is on your boss' agenda, what is most vital to them for the day and see to it you become a resource for helping your boss get it done. Or, take something off of their plate to ease up their workload so they can get a pressing issue done.
2) Check in with your direct reports - find out what is most pressing for them today, how are they doing on projects you delegated to them and what issues are coming up for them. Ensure your people are also networking internally and externally to build value for your team. Good will goes a long way.
3) Check in with your peers - what is most pressing for your peers and most importantly, how can you help. Being a trusted resource to those you work closely with will only build your value.
As you make this three-step check in process an integral part of your work day, you will suddenly see more people thinking about you, giving you more exciting projects, wanting to hear your opinions and turning to you as a key advisor. This is one investment that will return dividends far beyond your imagination and put you on the map as a high valued employee.
1) Check in with your boss - find out what is on your boss' agenda, what is most vital to them for the day and see to it you become a resource for helping your boss get it done. Or, take something off of their plate to ease up their workload so they can get a pressing issue done.
2) Check in with your direct reports - find out what is most pressing for them today, how are they doing on projects you delegated to them and what issues are coming up for them. Ensure your people are also networking internally and externally to build value for your team. Good will goes a long way.
3) Check in with your peers - what is most pressing for your peers and most importantly, how can you help. Being a trusted resource to those you work closely with will only build your value.
As you make this three-step check in process an integral part of your work day, you will suddenly see more people thinking about you, giving you more exciting projects, wanting to hear your opinions and turning to you as a key advisor. This is one investment that will return dividends far beyond your imagination and put you on the map as a high valued employee.
Thursday, March 18, 2010
Living Change Free
In the recent book Switch by Chip and Dan Heath, they describe the way humans think about any and all issues. There’s the right side, tied to analytical and problem solving and the left, which is tied to our emotions.
During times of change you may rationally know the organization is to go in a new direction, however your emotional side likes the old way of doing systems and is comfortable with the systems already in place. So what happens? The organization may shift, however the employees don’t. Both your analytical and emotional sides need to align in order to really move and desire the change.
However when organizations are changing, do they communicate the change to our right and left sides of our brains? Not so much. Someone with a swanky title stands at a podium, says some nice things that most people won’t understand because the dialogue seems merely like rhetoric. If the leader is showing umpteen numbers of Power Point slides that’s even more of a snore and potentially more confusing. All employees hear are “here we go again…what does this mean…I hope I don’t get fired.” And so employee motivation is nil.
As Chip Heath points out, the US Congress long ago changed the national speed limit to 55 miles per hour. Did that change behavior? If you live in Los Angeles and drive the freeways at all hours of the day when the freeways are free of traffic, 55 mile per hour speed limit mirrors wishful thinking.
David Cooperrider who created the leadership modality, Appreciative Inquiry believes if you focus on the good stuff you’ll get more of it. People are inspired by great success stories. If a leader whose organization is going through change pointed out the last time there were changes how successfully the employee population leveraged their key strengths to make the change a victory, I bet you there would be plenty of people really motivated. At least employees would have a visual image that this change too can be done and we can come through it with the same degree or more of success than was experienced before.
When you build on strengths and empower employees to do so, change is not seen as moving a huge barge. It’s seen as something that’s tough and it can be done because we’ve done it before.
And please don’t look to change your organization by mirroring someone else’s. How about looking within, at your own history to see how you have worked change well. What were your proudest moments? Who was involved? How did teams and individuals interact? How about mirroring your internal case studies instead of someone else’s?
It’s easy to focus on what is not working, however if you can become a leader who can focus on what is working well and leverage the best of what is, betcha you’ll find a whole group of people around you more apt to do the heavy lifting that is required to move your organization to new heights.
During times of change you may rationally know the organization is to go in a new direction, however your emotional side likes the old way of doing systems and is comfortable with the systems already in place. So what happens? The organization may shift, however the employees don’t. Both your analytical and emotional sides need to align in order to really move and desire the change.
However when organizations are changing, do they communicate the change to our right and left sides of our brains? Not so much. Someone with a swanky title stands at a podium, says some nice things that most people won’t understand because the dialogue seems merely like rhetoric. If the leader is showing umpteen numbers of Power Point slides that’s even more of a snore and potentially more confusing. All employees hear are “here we go again…what does this mean…I hope I don’t get fired.” And so employee motivation is nil.
As Chip Heath points out, the US Congress long ago changed the national speed limit to 55 miles per hour. Did that change behavior? If you live in Los Angeles and drive the freeways at all hours of the day when the freeways are free of traffic, 55 mile per hour speed limit mirrors wishful thinking.
David Cooperrider who created the leadership modality, Appreciative Inquiry believes if you focus on the good stuff you’ll get more of it. People are inspired by great success stories. If a leader whose organization is going through change pointed out the last time there were changes how successfully the employee population leveraged their key strengths to make the change a victory, I bet you there would be plenty of people really motivated. At least employees would have a visual image that this change too can be done and we can come through it with the same degree or more of success than was experienced before.
When you build on strengths and empower employees to do so, change is not seen as moving a huge barge. It’s seen as something that’s tough and it can be done because we’ve done it before.
And please don’t look to change your organization by mirroring someone else’s. How about looking within, at your own history to see how you have worked change well. What were your proudest moments? Who was involved? How did teams and individuals interact? How about mirroring your internal case studies instead of someone else’s?
It’s easy to focus on what is not working, however if you can become a leader who can focus on what is working well and leverage the best of what is, betcha you’ll find a whole group of people around you more apt to do the heavy lifting that is required to move your organization to new heights.
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