With the recent success of the best-selling business book Measure What Matters by John Doerr, OKRs have become a hot topic for executives trying to bridge the gap between Strategy and Execution. For years, I have set corporate goals with my executive team and have strived to execute them, sometimes with great success and sometimes not. The process of setting corporate goals and leveraging them to make meaningful progress on key organizational strategies was often subjective and sometimes difficult to measure.
“You have to have confidence in your ability, and then be tough enough to follow through.”
Dr. Don Meyer, in a Huffington Post article entitled, So Near, and Yet, So Far chronicled the heroic story of Florence Chadwick, and American Swimmer who attempted to become the first woman to swim across the Catalina Channel, a 21 mile journey off the coast of California, between Catalina Island and Palos Verde, California.
It’s official, millennials have taken over the workforce. A staggering 56 million millennials make up the largest segment of the workforce in the U.S. This shift brings thrilling opportunities, but also means significant changes for organizations.
Leadership is one of the most important of aspects of successful business or thriving communities. Yet, the practice of leadership remains a mystery when it comes to clearly explaining what great leadership is. You know it when you see it, but what are the essential principles of great leaders in a 21st century knowledge workforce?
Leadership development has always been an important aspect in determining the success of any organization. Without properly trained leaders, companies fall victim to mismanagement, dissatisfied employees and ultimately lack in overall company growth. Leadership development begins with establishing techniques or practices that leaders can apply when coaching individuals towards a specific goal.
Executive level employees all leave their companies at some point, regardless of whether it’s due to retirement, resignation or poor health. Turnover among global CEOs has been reaching record levels, and each year about 10% to 15% of corporations must appoint a new CEO. If you are among the companies not happy with the impact of your succession planning process, you are not alone. Here are 7 practical ideas to help you get more out of your organization's succession planning efforts.
Some leaders like to claim there is a bit of a natural ability when it comes to solving problems as a leader. Sure, leaders have an instinctual reaction when it comes down to making big time decisions, but this instinct isn’t a natural “born with it” reaction. This snap-like reaction leaders have is a set of learned behaviors built over several years of failure and practice, watching themselves and others make mistakes or basic trial and error. Leaders have the ability to jump on decisions effortlessly and confidently, while the rest of us get itchy crawling skin just thinking about being the decision maker for big organizational matters.
Look around you. There’s most likely a leader somewhere in the room, bus, train, office or wherever you are. Leaders come in all different forms. Some people are natural leaders and some people must be taught to lead. Some are aggressive while others are more laissez-faire. Whoever you are and whatever leadership style you take on, there’s always room to improve.
When we think of what makes a great leader, many adjectives pop into our heads: honest, focused, passionate, respectful, persuasive, confident. One of the most underrated aspects of leadership, though, includes a firm grasp on psychology. When leaders can understand beyond just the symptoms of issues i.e. reasons employees are procrastinating, or coming up short in their deliverables every week, showing up late and so on, we can adjust the way we address and coach them long-term. This is more than just recognizing a problem in your team, addressing it and calling it a day. This is taking a look at your team, understanding the core of rising issues, addressing them, but also addressing the way you are running the office.