“If you could get all the people in an organization rowing in the same direction, you could dominate any industry, in any market, against any competition, at any time.”~ Patrick Lencioni (The Five Dysfunctions of a Team: A Leadership Fable)Read More
Strategic Discipline Blog
The first day of the Dallas Growth Summit featured top though leaders and authors:Read More
Attending the Fortune Sponsored Growth Summit in Dallas is my opportunity learn, reconnect with my coaching peers, recharge my batteries, and gain valuable insights into our coaching principles from other experienced coaches and Best Practice leaders.Read More
Do you hire, evaluate, and release people in your organization based on your Core Values?Read More
Today I wanted to get your attention.
A recent article by McKinsey & Company, one of the most prestigious consulting firms, Why Leadership-Development programs fail, notes four major reasons leadership development programs fail. Many of the reasons focus directly on the leadership program.
Leadership training is more than just setting up programs to train and develop your future leaders. It begins with how you train your people to be leaders in your present operating disciplines. Let me share the four mistake areas from the article and share how Gazelles Coaches and Positioning Systems treat these to prevent leadership-development failures.
In The Hedgehog Concept we discussed the intersection of three circles that provide your One Thing Focus for the strategy of your business. Where do you find or discover the elements that comprise the three circles? If you’ve completed portions of your One Page Strategic Plan you’ll have made progress toward understanding what these are.
Conflict is good. It leads to better decisions by providing a forum for your leadership team to be open and free with their opinions.
We’ve discussed meetings many times in this blog since they are a foundational element of Strategic Discipline and provide a cadence of accountability for your executive team. You should cascade these meetings throughout your organization as well to increase accountability. Did you know that if your business is conducting boring, routine meetings without team members providing their opinions, feedback, that failing to encourage conflict is putting your business in a position of severe risk?
Is the mood in your company for meetings one of anticipation or aversion?
A prospect this past week reacted to the suggestion of meetings by indicating they have to be careful in their organization to mention the word meeting. His people dislike meetings and generally greet them with annoyance and impatience. It suggests that the meetings they’ve conducted in the past are possibly disorganized, not well prepared, unexciting, lack conflict and do little to energize those participating. It’s also a reflection of what I believe many businesses suffer from. They feel meetings are boring, and a necessary evil.
Allow me to reflect on my current condition and place this in perspective. I’m currently suffering from a condition called dry mouth. It’s a symptom of Graft Versus Host Disease (GVHD)which can occur after bone marrow transplant for leukemia patients.