Category: Strategy

Leadership is NOT an Event

Leadership
Leadership (Photo credit: glennharper)

We’ve all been to the employee “town hall” meetings where a senior executive attempts to motivate the team and clarify the vision just one more time. A captive audience, donuts, and free coffee are all it takes to reignite the passion and synergy that once was – or so they like to think.

Leadership is not an event, it’s a lifestyle.

~ Redge.

Today’s leaders are present and involved in all facets of the business, tangible to every one, and their leadership traits are uniquely woven through the fabric of the operation that is equally reflected in their lifestyle.

To be a leader is to be yourself.

~ Redge

Leadership is not a play where actors pose as leaders who are “in character”. We can think of many examples where certain people who have assumed leadership roles (no pun intended) have seemingly been “caught off guard”. Real leaders who are true to themselves and those whom they serve seldom find themselves in such circumstances.

If you really want to motivate your team, be the leader that people can expect to see at any time, all the time, 365/24/7. Although actions may speak louder than words, leaders understand that the key to building trust and respect is ensuring that both are sending the same message! Earning the trust and respect of your team begins by being true to yourself – trusting and respecting yourself – first.

Character is who you are when no one is looking

H. Jackson Brown Jr.

While this may seem to be somewhat of an anomaly, fostering a culture of change requires constancy in leadership in what we do, how we think, and who we are at the very core of our being.

Your feedback matters

If you have any questions, comments, or topics you would like us to address, please feel free to contact us by using the comment space below or by sending an email to LeanExecution@Gmail.com. We look forward to hearing from you.

Until Next Time – STAY lean

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Vergence Analytics
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Collaboration …

The Collaboration Experiment
The Collaboration Experiment (Photo credit: Wikipedia)

Great minds don’t necessarily think alike, they think together.

~ Redge

How many times have you heard someone say you should just set aside your differences and move on? I suggest that bringing our differences to the table is an opportunity to create something that is new and better than we ever imagined.

We tend to be quite content when someone shares our vision,thoughts, and ideas. While it’s a great feeling to be “on the same page” as everyone else in the room, it does little to expand our thinking beyond our immediate comfort zone.

Embracing our differences creates the opportunity to step outside the box and to create something that is greater than ourselves. I continue to be amazed by people outside of a given discipline who present ideas that are uninhibited by preconceived notions or specific expertise that would cause them to be suppressed.

Even more intriguing is the synergy that is created when great minds come together and create something that neither could have conceived as individuals. A lean culture is one where creativity is continually stimulated and permitted to flourish, all the while remaining focused on that ever elusive vision.

Often times resistance to change serves to improve and reinforce its necessity.

Your feedback matters

If you have any questions, comments, or topics you would like us to address, please feel free to contact us by using the comment space below or by sending an email to LeanExecution@Gmail.com. We look forward to hearing from you.

Until Next Time – STAY lean

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Vergence Analytics

Goals Without Means Are Meaningless

English: Everything starts from needs or desir...

The new year is upon us and, as is typical for this time of year, resolutions are one of the primary topics of conversation. With just over a week into the new year, it is very likely that the discussions of resolutions and goals have already begun to subside.

Unfortunately, for the many who do make resolutions, very few ever manage to achieve them. The reasons for failure are many but, more often than not, we either set the wrong goals or we fail to identify intermediate performance goals for the range of activities required to reach the final goal.

Where do you stand?

Setting the Right Goals

The diagram suggests that goals are determined by reviewing our needs and desires. However, what we desire most is often what we need least. For business leaders, strategy, goals, and objectives stem from a vision statement that reflects our purpose for being, our WHY. We are, in essence, Driven by Dreams and Powered by Goals.

What do the “right goals” look like? The John Whitmore model offers the following three (3) acronyms to help us discern the value and sustainability of our goals:

  1. SMART: Specific, Measurable, Attainable, Realistic, and Time Phased.
  2. PURE: Positively Stated, Understood, Relevant, and Ethical.
  3. CLEAR: Challenging, Legal, Environmentally Sound, Agreed, and Recorded.

To be successful, resolutions, much like goals and objectives, require more than a simple statement of intent. We need a plan that describes how we’re actually going to achieve them. In other words, we need to define “the means to an end.” As suggested by the Whitmore model, the expression, “Fail to Plan – Plan to Fail”, is only partially true when we consider that our success also requires us to be sufficiently motivated and challenged to embark on, and endure, the journey.

What if …

Clearly, not everything goes as planned. There are risks and obstacles that must be considered and, where possible, addressed as part of the planning process. Contingency plans are as much a part of planning as the “master” plan itself.

While it seems impossible to “expect the unexpected”, black swan events do occur. How we respond to these events is often the “make or break” point of our journey. During this time, our commitment to our goals and perhaps even our vision will be tested. For this reason, our core purpose or “why” must be of sufficient value to sustain our efforts and give cause to overcome the distractions and setbacks that are sure to occur.

The Plan

Goals without dates are merely dreams and, likewise, goals without a means to achieve them are meaningless. Motivate your team by instilling a vested interest through the development of a detailed plan that will be sure to inspire the team to not only follow up but to follow through on their commitments.

The scope and scale of a plan is dependent on the goals we are striving to achieve. We tend to underestimate the resources and effort required to accomplish the tasks at hand. The ability to identify detailed actions or tasks, required resources, responsibilities, and realistic timing will help to create a plan that leads to a successful conclusion, avoiding much of the confusion and frustration that poor planning can bring.

Execution

After all is said and written – it must be done. Execution of the plan – putting words into action – is how our goals become a reality. A variety of tools are at our disposal to manage our activities and progress ranging from simple white boards to professional project management software. However these activities are managed, we must ensure that we don’t get caught up in the management “process” itself and focus on the immediate tasks or actions at hand.

Additional learning occurs with every change or transformation process. As such, I prefer to use an “agile” approach that offers flexibility to change or evolve our “means” or “methods” without compromising the goal we originally set out to achieve.

Practice proves theory every time and the real proof of wisdom is in the results. We wish you all the best of successes to achieve the goals that you may have set for yourself and your team in 2013.

Until Next Time – STAY lean

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Vergence Analytics

Decisions: From Crisis and Chaos to Calm

English: Decisions, decisions. The road on the...

How is it that some leaders have a way to bring calm to crisis, chaos, and conflict, weeding out fact from fiction, and somehow setting the path straight for others to follow? The answer is quite simple, they have the tools and ability to make effective decisions efficiently.

I recognize that very few, if any, problems can truly be solved by searching for answers in a book. “The Decision Book” by Mikael Krogerus and Roman Tschappeler presents 50 models for strategic thinking where the objective is not to necessarily find the answers but to understand various models or methods that can be used to help discover them.

The models presented may be used to simplify problems or opportunities enabling you to make the best decisions possible. Deciding which model to use is simply a matter of reviewing the matrix presented on the inside covers of the book itself. The scope of application of each model is specifically targeted to one of four “How To” categories:

  • How to improve yourself
  • How to understand yourself better
  • How to understand others better
  • How to improve others

Concisely written, the models are presented in a manner that makes them immediately practical. Each model is typically presented with a single written page followed by an illustration to demonstrate how the model may be applied.

At 173 pages, “The Decision Book” is a quick read from cover to cover, however, it also makes for a perfect handbook as each model is unique unto itself. Where correlations between models exist, they are also indicated in the text.

The Decision Book is not all inclusive though it does present many of the best known models for strategic thinking and is certainly one to add to your library. Just remember that making a decision is only the first step. Execution is the key to making it a reality.

Until Next Time – STAY lean

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Vergence Analytics