I have a question for you:
How do you motivate a leader who has no interest in changing?
When someone asks that question, they are usually thinking of an individual in their organization who needs to improve in some way — and “everybody knows it”.
Even if the individual has received feedback and been made aware of the need to change, they are resistant.
So what do you do?
Read More How To Motivate A Leader To Change Who Doesn’t Want To
With more and more frequency, companies have adopted a “flat” organizational structure as a way not only to reduce costs but also to become more agile.
In recent years we have seen the availability of management positions decrease and as a result, numerous professionals are electing to make careers through individual contributor roles that allow more influence and accountability, without cumbersome titles or management duties.
Given this trend, rd&partners examined 360-degree performance appraisal data on over 300 individual contributors surveyed over the last several years.
Some quick background on the respondents:
- This group was made up largely of “for profit” organizations with revenues between $200M to over $2B annually
- Most of these organizations were in the manufacturing and financial/insurance industry sectors
- Those surveyed represented a 65% female 35% male demographic
Read More Top 4 Characteristics That Make Individual Contributors Indispensable
The concept of “organizational politics” often conveys behavior that, at its best, is unsavory and, at it’s worst, is unprincipled, unethical and lacking trust.
Read More As A Leader, Political Savvy Is NOT About Being Political
Do you continually deliver results within your organization?
Are the results you deliver on time?
If you do deliver results on time, are they completed without sacrificing other factors like quality, or alienating your peers/co-workers?
Without a doubt, it’s not only important to produce results, BUT to be able to produce results “on time.”
However, everyone’s work is a link in a bigger chain of events within an organization.
If the initiative you are responsible for is late or lacks the necessary quality, your key stakeholders are directly impacted. It’s not just you that has to account for these issues, so too does the entire system.
No leader works in a vacuum and no leader achieves results by themselves.
Here’s a quick checklist to see how you are doing as it relates to getting things done.
Read More 5 Reasons That Stop Leaders From Delivering Results On Time
Dynamic and strategic leaders possess certain traits that allow them to be successful at leading others.
They also work hard to hone their craft and become better at what they do.
In a recent article we covered the 4 critical behaviors that strategic leaders usually possess that can predict how effective they will be in this area.
We now wanted to cover exactly HOW leaders of all stripes, can vastly improve their own strategic visioning.
From our experience coaching hundreds of leaders on how to develop a vision and a related long-term strategy, we have found there needs to be a combination of talent, timing, and innovative thinking.
Further, fostering a strategic vision requires laying the proper groundwork so that the vision and strategy are embraced by the key stakeholders/shareholders and therefore marshal support rather than create resistance.
What follows are five key steps that our most successful clients have utilized to create their own strategic vision while getting buy-in from the entire organization, business unit or function, in order to convey that vision in a form that leads to effective performance.
Read More 5 Ways To Vastly Improve Your Strategic Visioning and Leadership
Effective cross-functional (peer) relationships are among the toughest to build within an organization.
It’s not surprising because of the strong “not created here” mentality between work units, and the natural competition between groups which are often fueled by pay systems that pit groups against one another.
The ability to bridge this discord and build and sustain effective peer relationships is a “game-changer” for most leaders.
It is a true selection differentiator when it comes to consideration and success at the most senior levels.
That is, those who do this well usually go on to senior executive roles where they execute these roles successfully.
Those that don’t…simply don’t.
Their careers are often derailed at one level below.
Possible derailment factors, culled in studies done by V.J.Benz (1967) who did a 30-year study on the subject, concluded that one major reason for leader incompetence was their inability to form effective relationships, cross-functionally or otherwise.
Another study performed by Lombardo & McCall who were inspired by Bentz to conduct similar research in 1983, concluded that the most frequent reason for leadership derailment was insensitivity to others (read as peers)
Why is this?
Read More 3 Critical and Effective Cross-Functional, Peer Relationship Strategies