Category: Leadership

Communicate Strategy for Effect

Communicate strategy for effect is one of our perennially most popular articles based on Google Analytics as communications is the glue within the enterprise, projects, change efforts, etc. We share a time-tested frame considering target audience, objective, key messages, how delivered, when delivered, and who delivers.

Enterprise Analysis Framework- Planning for outcomes

“As we work through strategy, there is a natural cascade, or progression, from “why” to “what” to “how”. We need to drive the directional thinking (“why” and “what”) down into execution (“how”) because, and we should keep reminding ourselves of this, at the end of the day we need to deliver business results”

Change Leadership II- Understanding Kotter

We explore Kotter’s body of work, as well as a simple change management framework “The Change Formula” (Need for Change X Vision of Future X Steps > Natural Resistance to Change). We overview Kotter’s framework of 8 accelerators, and the necessity of the dual management operating system

The Strategy Stack

This is 3rd of a 3 article Strategy-Pak(sm) series. Based on our work to align a rapidly growing consultancy of experienced consultants for consistency, and applied clean-sheet to a pre-acquisition, publicly traded company. This article focuses on the structure of the strategy stack from Mission to Vision to Value propositions to Themes to Initiatives and KPIs.

A Working Definition of Strategy

This is 2nd of a 3 article Strategy-Pak(sm) series. Based on our work to align a rapidly growing consultancy of experienced consultants for consistency, and applied clean-sheet to a pre-acquisition, publicly traded company. This article focuses on the definition of strategy

Unpacking Strategy

This is 1st of a 3 article Strategy-Pak(sm) series. Based on our work to align a rapidly growing consultancy of experienced consultants for consistency, and applied clean-sheet to a pre-acquisition, publicly traded company. This article focuses on the overall architecture including a definition of strategy and its component parts

Execution through Processes, Projects and Communities

Focusing on execution, we touch on each common organizing concepts in the following sections: Process; Project (program and project management); Community (purpose, practice and interest). We also quickly discuss the role of organization, followed by what is best organizing concept (considering sponsorship and breadth of collaboration)

Agile Framework for Go-to-Market Execution

We begin by considering the tatical and strategic work to be accomplished within the enterprise. Next up is leadership activity, followed by the architecture of participation (guidance, interactions and routines) of how we manage and work. Agile requires people-enabled network, with different skills and organization; but structure is not organization.

Durable Capabilities Required for Social Business Success (5i’s)

We like to bend Professor Porter’s phrasing on “sustainable” a bit to align with Warren Buffet’s metaphoric moats of “durable” competitive advantage. Durable capabilities required for social business success include the 5Is: Innovation (e.g., Hamel’s innovation stack), Information Bias, Informed Decisions (e.g., Bain’s RAPID decision roles), Individual Acumen, and Integration.

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Think of a Meeting as a Process

For years, we heard from our clients about their love-hate relationship with meetings. Meetings are critical not only to our work with others, but they a core to just about every organization’s success. In our research, we found hundreds of very tactical recommendations; but we did not find any overall, structured approach to meetings. This article recommends Thinking of a Meeting as a Process.

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How To Adopt Agile Business Practices: A SAFe 5.0 Flyby

Determining how to adopt agile business practices is best aided by a comprehensive framework. In SAFe 5.0 Flyby (Part 2) we build on a conceptual foundation of Lean-Agile utilizing 7 group areas to structure and understand more than 100 elements of the scalable, comprehensive SAFe approach. Part 2 of a 2 part series.

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How To Adopt Agile Business Practices: Basic Concepts

Determining how to adopt agile business practices is best aided by a comprehensive framework. We like the scaled agile framework (SAFe) starting with an Lean-Agile mindset (Basic Concepts). Part 1 builds a conceptual foundation for a scalable approach is characterized and supported by more than 100 elements (SAFe 5.0 Flyby). Part 1 of a 2 part series.

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Getting to Your Next-Normal

Getting to the next-normal requires 3 key, but common, building blocks: a stress-tested strategy, a vision and an adaptive roadmap. And, requires three dynamic capabilities: Agile leadership for organizational adaptability, Scenarios to bound uncertainty, and Supply Chain for operational resilience

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Supply Chain for Operational Resilience, At-A-Glance

Supply Chain, along with Agile Leadership and Scenarios, is 1 of 3 COVID/crisis-era capabilities supporting the path “Getting to your next-normal.” This at-a-glance article quickly outlines key elements to consider for supply chain, with focus on building resilience through assessment and general operations

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Agile Leadership for Organizational Adaptability, At-A-Glance

Agile Leadership, along with Scenarios and Supply Chain, is 1 of 3 COVID/crisis-era capabilities supporting the path “Getting to your next-normal.” This at-a-glance article quickly outlines key elements to consider for Agile Leadership, with focus on direction and business agile as an organizing concept

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RSS Review Tom Reeder’s Pinboard Posts
  • Why Leadership Teams Fail
    authors interviewed more than 100 CEOs and senior executives in a multiyear research program. They identified three main patterns of dysfunction: 1) the shark tank, characterized by infighting and political maneuvering 2) the petting zoo, characterized by conflict avoidance and an overemphasis on collaboration 3) the mediocracy, characterized by complacency, a lack of competence, and […]
  • Going all in: Why employee ‘will’ can make or break transformations | McKinsey
    Elevate a core group of EEs, as accountable initiative owners Empower a larger group of EEs, giving them an active role (amplify the right behaviors) Energize all EEs about the goals of transformation
  • CEO Insights: Engaging employees and building an organization of storytellers
  • Are Your Presentations Too Emotional — or Too Analytical?
    > Understand your audience (analytic, emotional, credibility) > Facts and Feelings: The perfect blend for persuasive presentations Fourth century B.C., the Greek philosopher Aristotle claimed that to persuade, one must employ three types of argument: > Logos, or logical appeal, where the speaker provides evidence through words and data. > Pathos, or emotional appeal, where […]
  • Leaders should revisit the works of three corporate culture pioneers
    Consider 3 20th century thought-leaders on culture Leon Festinger > Theory of cognitive dissonance > Mismatch between beliefs and behaviors > "for employees to sustain energy for any change related to that mission, leaders need to ensure employees can act out the promise of the mission" Frederick Herzberg > Motivator hygiene theory > "The most […]
  • Five ways to avoid the pitfalls of binary decisions
    WYSIATI: what you see is all there is. We tend to respond to what’s presented to us. It takes extra effort to stop and ask, “What’s missing?” five ways to overcome binary blind spots and increase your chances of making better decisions > Map the possibilities > Deconstruct the binary > Solicit diverse ideas > […]
  • Tom Brady on the Art of Leading Teammates
    A Team-Focused Philosophy Leadership comes down to two things: Do you care about your teammates and their role on the team? And do you care about winning, which is what you’re ultimately trying to do together? Leadership requires trust 1. Put the team first, always, even when facing personal adversity. 2. Show appreciation for unsung […]
  • To Make Your Pitches More Engaging, Appeal to Multiple Learning Styles
    When pitching > For visual learners, paint a picture > For auditory learners, use your voice > For kinesthetic learners, create a hands-on experience
  • Overcome Your Fear of Giving Feedback
    three common misconceptions about delivering feedback > Feedback conversations are always long and drawn out > Your feedback has to be perfect > With enough preparation, you can manage your employee’s reaction
  • Constant Change Is Rewriting the Psychological Contract with Employees
    What Companies Should Do > Regularly share data that speaks to the new reality of the fast-moving, ever-changing, hyper-disruptive world. > Use the data as a springboard for developing new rules and agreements around change as a continuous process rather than an occasional project. > Find a way to make it fun with meeting platforms […]