Strategy and the ‘Staccato Effect’

Posted by on May 18, 2022 in Strategy

So, you’ve worked through your strategic planning sessions and beautifully documented a well-presented strategy with all the frills of vision and with a robust business plan to deliver a host of aspirational targets. The job’s done and the focus moves to the execution, right? But what happens when things change – could be monumental like […]

The Dynamic Interlude

Posted by on May 10, 2022 in Business Management, Strategy

(22.05-1) ‘THE DYNAMIC INTERLUDE’ That timeframe between significant events in any entity’s life cycle, and what to do in it. I’ve discussed the necessary path of continuous improvement and challenge to the ‘business-as-usual’ mindset often thwarting true organisational potential. We’ve also covered the need for significant strategic discussions and agreement on transformational events, including succession […]

Separating Personal Identity from Entity:

(22.4-4) There’s a challenge in business that involves understanding the touch point between person and company. Business entities are beings in their own right – legally and even morally. Legislation sets the boundary between them and shareholders, founders, managers, owners etc. The moral obligations involve commitments to staff – ongoing employment and wellbeing; to customers […]

The Influence in Interviewing:

Posted by on Apr 29, 2022 in Business Management, Culture, Leadership

(22.4-3) I’ve had some interesting interviewing experiences. The absolute shockers where the applicant clearly hadn’t even read the job description or researched the company. The project manager who took pride in revealing that he had laid a formal regulatory complaint against his employer because the job wasn’t going the way he wanted it to. Then […]

Consciousness of Consequence:

(22.4-2) I’ve coined the term “consciousness of consequence” to help explain the interconnectedness between the decisions we make and those we don’t – or perhaps those we choose not to action. Our consciousness needs to kick in even before we make a decision, with that final path typically precluding us from other options. The hope […]

Values Orientated Decision Making

(22.4-1) I facilitated a Leadership Team Development Strategy session recently for a professional services firm. Part of our discussion was on Purpose (no surprises there) and also how the Values of the business need to link with that. Those values need to reflect in all decisions that are made, including recruitment which is about fit […]

Business as Usual: A notion of disappointment…

(22.3-4) ‘Business as Usual’ is a term typically applying to the core functions of what we do; the standard things that keep our organisation ticking. Sometimes parallel to that are the transformational initiatives and change drivers designed to result in radical improvements to process, function, and bottom-line. These are often deliberately kept separate to minimise […]

Knowing when to step in…

(22.3-3) When things look like they might be going off-course, when do I step in and take control, or is that interfering? Will they thank me for sticking my head in? Or will that be a disrespectful and typically managerial reaction? We have a lot of sayings that would rightly never see the light of […]

People Development: Irritation or Obligation?

Posted by on Apr 29, 2022 in Business Management, Culture, Leadership

(22.3-2) I know I harp on about the great divide between management and leadership, and with just cause.In the midst of a contract with a very large organisation I was asked to speak to a cohort of inspiring people, identified as potential leaders, participating in a three-day leadership course. OK, the truth is I was […]

Managing People: The only way to climb the ladder…

Posted by on Apr 29, 2022 in Business Management, Culture, Leadership

(22.3-1) There’s no doubt, for me anyway, that managing people is complex, emotional, taxing, time-consuming and stressful; on the flip side it is hugely rewarding and inspirational, gratifying, and compelling as you see your wards flourish in their careers and lives. Because of these forces, mostly the negative ones, it seems that we’ve built ourselves […]

Load More