What we focus on will grow, but are the rewards commensurate with the time, energy and other forms of capital invested? When there’s cash on the line, are your workplace investments yielding the results you need? Do your people guide decisions with sound cost-benefit business logic and appropriate risk-taking?
Change initiatives or coaching that doesn’t result in applied learning, or doesn’t translate into desired changes in behavior, amounts to nothing more than diversion. How can you measure, optimize and sustain the value of such interventions?
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What are the barriers standing in the way of effective alignment and collaboration? Are they structural, cultural, or interpersonal? What are the incentive systems for working together “as if” each functional area is aligned and committed to the organization’s strategic imperatives?
Before effective innovation, alignment and collaboration initiatives can become the new normal, many of us must “unlearn” prior automatic, knee-jerk responses. Differences in styles, values, priorities, interpretations or goals, can appear as obstacles to push through or ignore. Instead, provide tools to use differences toward lasting value. This capacity to learn and innovate becomes a key competitive advantage.
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Commitment is a result, not a cause. You cannot legislate, force, coerce or otherwise require commitment. It is “self-generated” … and thus tricky to obtain unilaterally. But leaders can grow more commitment just as easily as they disenfranchise or marginalize those who would otherwise contribute greatly.
At times, do you find that agreements made are not kept and there seems to be no genuine accountability, … a willingness to accept responsibility no matter what the circumstances? Leaders can unintentionally cause others to do the minimum amount of work expected of them. Instead, inspire them to perform to their true capabilities.