Insightful Ideas

Learn more about our leadership expertise and topics related to business acumen, strategy execution, new leadership and finding your own personal balance of leadership.

Kristin Leydig Bryant

Kristin Leydig Bryant

Recent Posts:

Your Chance to Eavesdrop at our Virtual Water Cooler!

One of the elements that is often absent from virtual leadership development programs is the lively “oh, by the way” exchanges — the hallway conversations that frequently occur between participants at in-person programs. One approach Insight Experience has taken to combat this is to have participants engage in Colleague Conversations or Virtual Watercooler Chats within our learning platform. One of the most insightful conversations leaders explore during our Executing Strategy leadership development program is about balancing Dance Floor time with Balcony time. If you don’t already know the Balcony metaphor, check it out! 

Strategy Execution Terms: A Metalworking Approach

Goals. Objectives. KPIs. OKRs. Metrics. Success Factors. Vision. Mission. Purpose. And then there’s the elusive “Value Proposition.” Companies use these terms differently, and departments use them differently within the same company. Does this vocabulary matter? If it does matter, why?

Take a Walk through the Strategy Execution Cycle

Every manager must be able to take the strategy handed down from above (sometimes more clearly than others!) and make that strategy work for their teams.  The Strategy Execution Cycle lays out an interconnected path for making that happen.  First, a manager must Understand what the larger strategy is – the big picture and the larger goals.  Based on that understanding, the manager must then Translate it in terms, metrics, and expectations that are meaningful to the team.  Implementation of the strategy is the day to day work of the team, meeting customer needs, responding to the unexpected, and working toward the expectations set in the Translate stage.  The Measure stage checks performance against those expectations, and the Adapt stage course corrects.  But the stages cannot happen only linearly -- all of these stages happen multiple times over the course of any business’ regular operations.