Top 10 tips to achieving your goals

6 years ago 0 0 1313

How do you make sure that the goals that you, your team or organisation set can actually be realised? Over the New Years Break I was interviewed on radio in several cities to discuss this idea – or in its seasonal form, “how to stop New Years Resolutions becoming New Years regrets?” I shared these 10 key steps and checks that you can filter your goal through, to guarantee a much higher strike rate of success.  They are drawn from working with key executives and leadership teams and apply regardless of the goal that you are setting. Check this list of 10 out and see how your goals stack up: 1:  Are they positively stated?  When your goal is to become or achieve something, you allow your attention to be drawn forward to the possibility.  If your goal is to stop or avoid something, you are focusing on what you

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Engaging four people for success

6 years ago 0 0 1093

There are only four people in your business. Regardless of the type of business that you have, your business only contains four people. That’s right – only four. Well, it really contains only four TYPES of people: Leaders, Employees, Customers and Community. To be successful, a business has to engage each of these four types of people. The Leadership needs to be engaged with the purpose of the business, to make the critical decisions that take the business forward in a thoughtful and purposeful way.  Leaders who are engaged with WHY the business exists make purposeful decisions that drive the organisation to be better.  Leaders that are disengaged from the bigger purpose will make short term and self-centred decisions, which often leads the organisation into problems (even crisis). The employees need to be engaged to drive high performance.  The literature is clear that an engaged workforce increases performance above and

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Neuropsychology of a killing

6 years ago 0 0 1096

In the United States a man stood on a street corner, breaking the law.  He was selling cigarettes. He had a large physical stature.  And he was African American. The police arrived, and shortly thereafter Mr Garner, the father of 6, was dead. Mr Garner did not pull a gun. He did not attack with a knife.  Yet, he was killed. After the events in Ferguson, the tragedy of this circumstance is magnified. Leaving aside a series of very important issues (race, inequality, justice in society, etc, etc), there are some critical issues that need to be discussed. For example, what must be happening for police officers so that killing this person was the best, or only, option?  Why is 30 times more dangerous to be a person of colour approached by an Anglo-descendant police officer than if you are white? Regardless of claims of inherent ‘racist’ attitudes on behalf

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Releasing the people potential

6 years ago 0 0 1201

I was working with a senior international business leader recently and his sense was that we are almost on another ‘tipping point’ in business – he keeps hiring great people, but most of his efforts to create synergies and really get the best of his people seem to fail.  He sees that we should be able to turn great people into great teams and drive great results, but for some reason we just can’t get there.  He envisions a new ‘world’ where people can get on and really unleash their potential to drive performance. He was expressing that there must be a ‘better way’ to lead people, and to get results.  He was also expressing a ‘frustration’ that the way forward was not apparent to him, and that everything he did just  didn’t seem to change anything. From what I experience in so many organisations, I can see what he

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Business Development Excellence

6 years ago 0 0 1598

How do you, and your organisation, approach business development?  That is, how do you work to grow your business? Are you a ‘shotgun marketer’?  Spray your marketing efforts in a wide arc hoping to ‘wing’ a few customers and bring them to ground? Or are you a replay marketer?  Do what you have always done? Or maybe a ‘shiny things’ marketer?  Are you the type that was the first on Facebook, Twitter and any other ‘shiny new’ marketing idea? Business Development is something that is a necessity in any business.  Whether you are a local pizza shop selling to the neighbourhood, or a major corporate selling around the globe, the way that you think about business development will have a massive impact on the success of your business. Working with many organisations across a spectrum of industries on business development, it has become clear that there are lots of areas

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Introducing new marketing planning – a case review

6 years ago 0 0 1061

Sometimes we have no choice other than to step up to our ‘bigger games’. In this case  an organisation was asked at short notice to shift from local marketing planning process to a new, globally mandated process.  The tension of completing a new process, with different templates, structures, languages and timelines created disbelief and even fear within the team.  This was ‘not possible’, a ‘waste of time’ and ‘just a template filling exercise’ in the views of key team members. As the case describes, the first step was to evaluate the current situation in line with the desired goals and to build a meaningful and actionable strategy to get there. The evaluation clearly identified the gaps in skills, marketing planning structures, language, timing and expectations.  It identified at deeper levels cultural, engagement, motivation and cognitive skill issues within the local team that impacted the ability to achieve what was required

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Melbourne’s Chief Resilience Officer: A big step and big challenges

6 years ago 0 0 5049

We can build resilience at a personal level, in teams, organisations and communities.  I applaud the City of Melbourne for seeing the importance of resilience, and implementing the role of ‘Chief Resilience Officer’, supported as part of the 100 Resilient Cities Project of the Rockerfeller Foundation. I therefore read with interest the article in the Age (http://www.theage.com.au/victoria/four-big-problems-for-melbournes-478088-chief-resilience-officer-20140730-zyf3p.html) talking about the challenges that Melbourne’s incoming ‘Chief Resilience Officer’ will face. In fact, the challenges are at least three times bigger than what is mentioned in the article. Firstly, the article really only covers preparation and management of crisis scenarios that impact upon the city.  Of course, the role of the Chief Resilience officer must encourage proper planning and preparation for crisis and stress events, but this is just the start. For Melbourne as a city, as a community, and a network of businesses and organisations, the new Chief Resilience Officer will

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Deciding to play a bigger game

6 years ago 0 0 1009

When do you take the step to play your ‘bigger game’? – You know, the one free of the fears and habits that hold you back from what is really possible.   For most people, it is a realisation that the current way you are doing things is not enough any more.  Something drives us to see that things have to change if we are going to get a different- better- outcome. Because they say the definition of insanity is doing the same thing over and over and expecting a different outcome.  Whilst as we keep doing what we have always done, we will only get what we have always gotten. The realisation that its time to play a new game often emerges because something happens- either something in you changes, or something external to you changes- and you realise that you are not in the bigger game any more. Perhaps it

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Building Organisational Resilience

6 years ago 0 0 1422

Is your organisation resilient?  How have you build adaptability, and even the power to transform under stress, into the fabric of your business operations? In my first post on resilience, I covered the concept of personal resilience and the core skills that someone would need to be resilient.  In the second part of the series, we looked at how a resilient leader can create resilient teams. In this third part of the series, I want to take the idea of resilience into the context of organisations. Commonly, resilience in organisations is often equated to risk mitigation and continuance.  This forms a significant part of what resilience can be in organisations – and yet this is not the end of it. Risk mitigation and management forms a ‘context specific resilience’.  Generalised resilience is a deeper concept, where resilience forms part of the fabric of the organisation and is the standard way

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Resilient teams – thriving in crisis

6 years ago 0 1 4771

In a previous post I looked at resilience in individuals and the core skills that a leader needs if they are going to be resilient.  All teams, organisations and communities are made up of people, and a ‘utopia’ would be where every person had the coping and adaptation skills, so that their resilience would reflect in the teams, organisations and communities that male them up. However, it is true that even in teams with resilient individuals, this does not translate into the team being resilient with them coping and adapting in productive ways.  In this post, I would like to take a look at teams and how they can become resilient. Often the stress or change leads to the team  ‘breaking down’ into smaller cliques or into its individuals, that pull back from the greater group concept in attempt to personally cope.  Whilst this defensive strategy may appear appealing for

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