Every organization has, or needs, a leader. And it is true that the power of one committed, clever person can make all the difference in the world. But no one individual, even the greatest leader, does anything of much significance alone. The simple truth is that it takes a team to lead an organization. The action motivated by this truth is for the leader to decide what kind of leader to be and then to attract, collect, and align his/her top team and collect followers.
The best leaders figure out that it is not all about them. It is about their organizations and the decision to either manage or lead is a false dichotomy. The one in charge needs to manage in order to lead and, indeed, can and should Manage to Lead his/her organization to achieve the stated vision. The top person’s job starts with managing his/her own self to lead.Continue reading →
Leaders of fast growing, early stage organizations operate at such a fast pace that often the last thing there is time to do is assess each member of the top team’s performance to determine how to prepare them for the next stage of evolution.
Most team members know each other pretty well. They have a good idea what each other is good at, has contributed, how they have grown, and what they should focus on next for success. However, team members rarely have the time, energy, training, or nerve to share what they know in a forthright, supportive conversation with one another. Continue reading →
Ric Franzi, on Critical Mass for Business radio, featured a 50-minute interview yesterday afternoon with Peter DiGiammarino to discuss IntelliVen and Manage to Lead: Seven Truths to Help You Change the World. Click the play button below to listen to the entire show.
An excerpt from their discussion follows:
Franzi: You have outlined a “Support Structure for Success” of the top executive. In it you suggest a CEO have an outside Executive Group and Belong to a CEO Peer Group outside their firm. Would you take us through your thinking and what you why you feel they are so important?
DiGiammarino: CEOs who participate in peer forums help each other become great CEOs and better people. Specifically:
It is a place where a CEO does not have to behave as if s/he knows all the answers and can, instead, be genuinely open to input and where it’s ok to be vulnerable, and even to be wrong, in front of each other; there is no need to put on airs or skirt around the hard stuff.
While putting full attention on accomplishing one thing increases the odds that the thing will be done well, it is all too easy for the career minded professional to end up doing nothing other than their work!
They would be wise to realize that top performers at all levels make time for other things such as family, recreation, exercise, spiritual development, and even volunteer work.
Participating in volunteer work can add a healthy perspective to life and position for growth which makes it all the more rewarding to find a way to pitch-in. Continue reading →
When a sale comes in ahead of expectation or when revenue and profit exceed plan, a leader may refer to extra revenue or extra profit which runs the risk of sending the wrong signal to employees. Continue reading →
Dena McFarland; was part of a significant change at Xerox where they restructured the company yet didn’t lay off anyone. She was also a consultant for hospitals to change their mindset from physician-centered to patient-centered.
Jeanamaria M. Alayaay; co-facilitated Lean Startup Product Development trainings for the White House’s Presidential innovation fellows and Presidential leadership programs, Enterprise Ireland (the Irish government’s tech accelerator), Evernote, and Microsoft Imagine Cup. She works at Luxr.
A rough summary of key points panelists offered in response to opening questions follows:
Advice from women who drive change:
View everything you experience as “one more pieceof an ever-evolving whole”.Continue reading →
Bankers and investors want to know how things will turn out with a high degree of certainty in order to manage downside risk. Consequently, organizations that take professional money learn to conservatively state what they will accomplish to have a high probability of achieving plan ith intelligent goal setting. When actual results exceed plan there is cause for celebration as suggested by the under-promiseandover-deliver lines graphed in Figure-1. Continue reading →
The leader sets direction as suggested by the target in the upper right of the first panel in Figure 1. Then the leader aligns resources; that is, the leader collects followers who all look to hit the same target. Finally, the leader motivates action, suggested by radio bars in the lower corners of the figure, which causes the resources to progress towards the target.
Whether one wants to change personal habits, implement a new information system, improve a business process, get team members to work together, increase a community’s appreciation for diversity, or even to topple a monarchy, taking seven actions driven by seven disarmingly simple truths will individually and collectively help achieve the goal.
Manage to Lead: Seven Truths to Help You Change the World is a workbook that top educators, consultants, and executives use to help their students, clients, and staffs become effective leaders of strategic change. Manage to Lead serves as the core content for a class in Organization Leadership, Analysis, Strategy, and Development at one of the top Organization Development masters programs in the United States.
The workbook was introduced in the spring as interactive, digital content and is now also available in softcover from Amazon or as an iBook from iTunes. It introduces a straightforward framework to describe and assess any organization and provides a structured approach to plan and implement next steps for an organization as it strives for long-term growth and performance.
Those searching for high-end leadership development curriculum content should consider placing Manage to Lead at the center of their program. Contact the author to request related teaching artifacts including: Continue reading →