The pursuit of innovation is at an all time high. In the U.S. alone, 145 billion dollars are spent annually by enterprises in an attempt to disrupt the market within which they operate. Fostering innovation is the number one priority for global companies over the next three years.1
"Trust is the lubrication that makes it possible for organizations to work." --Warren Bennis1
We are losing our ability to read maps. Thanks to navigation systems, Google maps, Waze and their like, most of us simply have to have a good address for our destination in order to get somewhere, anywhere in the world. We no longer have to puzzle about the best route, nor do we even have a sense of the journey ahead when we set out. We simply listen for the next immediate instruction. In many ways it’s a miracle. It opens our horizons (who knew that little lane would bring me out to this intersection?) and makes us more efficient.
Every successful leader must grapple with and answer this fundamental question: What do you stand for? A key element of leadership is tapping the hearts and minds and the discretionary effort of others. This happens when people understand and believe in what you believe.
Strategy is the charter of senior leaders. Or so many people think.
When people are enjoying themselves, they can be more open to taking in new information. And, if the material is compelling, they usually retain it longer than they would otherwise.
How confident are you in your decision making skill? Could you work with a team of four cross-functional peers, collectively taking on the role of a senior leader in an organization? Sounds straight-forward, right? What if your team has 90 minutes to come to consensus on a dozen strategic decisions, make numerous quantitative operational decisions and write multiple communications to various members of your organization? The question is not whether or not the team can make these decisions, but are they willing to own the decisions and the outcomes they create?