Getting complacent. The riskiest thing an organization can do is maintain the status quo. In today’s change-driven world, successful organizations are focusing on the future and what they need to do to be competitive and impactful. Generational and technological change is forcing companies to do things differently. A reluctant attitude towards change, a lack of vision, inadequate market analysis, stifling innovation, and a preference for the current state, are all factors which contribute to organizational complacency and may keep leadership from necessary succession planning.
Get to know your team. Utilize their expertise. Ask questions. Listen to the answers. Minimize immediate change. Gain trust and respect, by giving it.
Make it personal for them. Help them see how their job impacts the mission. Ask them, “What do you do, to make this (mission) happen every day.” If they don’t know the answer, help them find it.
All leadership styles can be effective depending on the particular challenges being faced and particular needs of the people involved. Effective leaders show versatility, by being able to adjust their styles, selecting the one that the specific situation requires. Leaders that know and understand their natural style are better able to plan for, and make conscious adjustments when needed.
Involve those most impacted by the change, in the process. Listen to concerns. Provide assurance by identifying what is not changing. Explain the “why” behind what is changing. Convince them that likely gains outweigh potential losses.
Know yourself- your strengths, your challenges, your triggers, how you see and react to those around you, and how others see and react to you. When someone knows you better than you know yourself, it gives them power over you.
Know your team- who they are, and what they can do. Don’t make the mistake of not valuing their diversity. Recognizing the value of their differences is more than just understanding, or accepting, the differences. Diversity in background, experiences, perspectives, cultures, work styles… I could go on. These are the backbone of your team’s performance. A closely related mistake is not purposing to create a team that values the differences their co-workers bring to the table.
Know your process- what you do (goals), why you do it (purpose), how you do it (procedures), where it’s done (systems), and who does it (people). And, it should all connect directly to your mission.
Yes. People do more for people they have relationship with. They step out of their comfort zone for those they have relationship with, and they forgive more from people they have relationship with. People leave jobs, making good money, because of a bad relationship with their manager. They will also stay at a job, making less money, because of a strong relationship with their manager.
A study of coaching in Fortune 1000 companies asked 100 executives to assess the impact of the coaching that they had received. Here are some of their responses, along with the percentage reporting specific benefits:
Improved Working Relationships
with direct reports (78%)
with immediate supervisors (71%)
with peers (63%)
with clients (37%)
Benefits to the Company
More effective teamwork (67%)
Improved productivity (53%)
Reduced conflict (52%)
Quality enhancement (48%)
Reduced customer complaints (34%)
The textbook answer would be, "The underlying beliefs, assumptions, values and ways of
interacting that contribute to the unique physical, structural, and psychological environment of
an organization." Basically, it's the physical, skeletal, and emotional makeup of your
organization- the who, what, where, when, how, and why.
Just as an organization is strengthened by different perspectives, any type of strategic or
organizational planning is strengthened when involving those coming from different positions