Releasing the people potential

5 years ago 0 0 1018

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

5 years ago 0 0 1339

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

5 years ago 0 0 931

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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Building Organisational Resilience

5 years ago 0 0 1275

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

5 years ago 0 1 4217

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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Crisis – Are you ready for the inevitable?

5 years ago 0 0 913

If you are in business, you should expect a crisis. Whether your organisation survives depends on how you manage it. Is your business in crisis, or have you ever suffered one? Often, businesses don’t know exactly when a crisis begins. A crisis can emerge because of competitive factors, external market factors and change in context, or even from internal actions. A crisis can either make or break an organisation. The way the crisis is handled and managed says a lot about the underlying culture, the underlying values and standards, the resilience of the leadership and the preparedness of the organisation to deal openly and directly with issues as they emerge. A crisis well managed has the opportunity to build massive trust with the communities it serves. It allows the organisation to demonstrate its core values to its target prospects and customers. A crisis badly managed is a recipe for disaster,

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Defining what great executive coaching looks like

6 years ago 0 1 1351

Today I was asked a really important question by a client: “What does great executive coaching look like?” How would you answer this question? We were in the process of discussing an integrated culture change and engagement model, in which teaching coaching skills to leaders to enhance their effectiveness was one element, as was coaching for these leaders to help them drive sustainable change in the business. What do coaches actually do?  What is great coaching and how can you measure it?  How would you have responded to this question? My response went something like this: We live and work under circumstances that are both demanding and constantly changing.  As we change the organisation, or we move people within it, people have to adapt what they do to become most effective under that new circumstance. It is no good for someone to do what they have always done.  Even if it

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A pocket full of change.

6 years ago 0 0 1169

A pocket full of change. Working with businesses all over the world, one of the biggest ‘common’ challenges of an organisation is how and when to change. As I outlined in a recent article in CEO magazine, change is a challenge, and we can either lead change because we are adapting ahead of the market, or we can change in an attempt to keep up. Often the only change that your leadership has a ‘handle’ on is the change in their pockets.  The fear of the unknown drives stasis.  It keeps people, teams and organisations stuck. Courage is feeling that fear, and taking appropriate actions anyway. For an organisation to continue to thrive, we sometimes have to change in ways that we could not imagine in the past.  We can capitalise upon our true core competencies and evolve the business and lead into the future, than trying to keep up.

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Organisational change: Expectation vs Action

6 years ago 0 0 1079

Many organisations struggle with the idea of change. There is a real desire to create something different, to evolve their organisation or to enhance efficiencies and effectiveness. However, there seems to be a real status quo within their business which creates an inertia that works against real change. Many leaders expect that simply wanting change is enough to drive change. The truth is the only way to change occurs in an organisation is through thoughtful and planned actions. Regardless of expectations of senior leaders, it is the actions that occur throughout the organisation that will determine whether or not change can occur, and if it will be successful. Breaking the status quo can be difficult. The context is created in the workplace and people learn the behaviours that suit the context. As change programs are rolled out, people rely on those old  behaviours and ways of doing things which served

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