|
News from the EDG
- Global Technology Company works with GlobalEdg to drive cross-functional collaboration and faster decision-making for their executive team.
- One of the world's most successful pharmaceutical and consumer branded company selected
GlobalEdg's flagship leadership programs "Strategic Thinking and Results" and "Leading for Results" as core leadership programs in order to build executive capability.
- GlobalEdg engages with consumer packaged goods company to train operations teams to take out cost and streamline problem-solving capabilities.
- GlobalEdg is launching The Executive Development Forum a working share group made up of executives responsible for Learning & Leadership strategy and execution of organizational results. For more details, contact Paul Butler at pbutler@globaledg.com.
- GlobalEdg has increased its change management and innovation capability. Utilizing Harvard Professor Rosabeth Beth Moss Kanter's Change Toolkit, our consultants can quickly show how to make changes stick and sustain results! For more details, contact Jack Mastrianni at jmastrianni@globaledg.com.
Want to find out more? Contact us
at: info@globaledg.com
|
|
|
| |
Five Leadership Operating Principles for Sustaining Success in Turbulent Times
You're talking about it, maybe even consumed by it --- so are your employees!
For some, today's economic turbulence creates immobilizing anxiety; for others it inspires hope and positive action. Understanding and acknowledging the potential effects of this turbulence provides a basis for crafting strategies that will produce personal and organizational success. Leaders at all levels must be capable of navigating the continual whitewater of ever changing social, political, technological, economic and legal environments. Where it does not exist, it must be proactively developed and nurtured.
We have interfaced with hundreds of managers during the past several months and have noticed a profound shift in how the most effective leaders are leading.
Understanding this shift has allowed us to identify patterns of effective leadership. These patterns are not unlike what we have witnessed when working with companies undergoing dramatic transformations such as merger or acquisition.
The patterns of effective leadership have inspired us to identify:
"Five Leadership Operating Principles for Sustaining Success During Turbulent Times".
|
|
|
|
|
|
| |
1. Communicate the WHY.
Be proactive! Get employees involved by providing an unobstructed line of sight to what's going on. Tell them why they are critical to the company's success. For example, asking employees to "sign up" for cost cutting programs is not very motivational, but providing an insight as to how their individual and collective contributions might positively impact the bottom line allows them to rationalize their involvement and value their contribution.
Action: Have each leader review all internal and external communication with the lens of communicating the why.
|
|
|
|
|
|
| |
2. Accelerate Key Issue Identification
In light of the volatility of the business environment, don't be victimized by regular planning cycles!
Action: Commit a cross-functional team to perform an environmental scan that captures both the internal strengths and weaknesses and the external opportunities and threats. From this analysis, determine key issues and implications for the business. Reset organizational goals and initiatives appropriately and communicate the why.
|
|
|
|
|
|
| |
3. Recalibrate Employees' Expectations of Their Leaders
Let employees feel they are in control by giving them the opportunity to help keep their leaders on target!
Action: Encourage your leaders to conduct start, stop, and continue exercises with their teams. In the face of continual change, this exercise will define how leaders need to allocate resources in order to drive performance. This exercise will help refocus the organization on the issues that really matter. Communicate and share any new expectation, put them in writing and anchor them in the performance system.
|
|
|
|
|
|
| |
4. Manage the White Space
Break any barriers that get in the way of cross-functional collaboration!
Action: Have functional leaders meet with their counterparts (example: Sales and Manufacturing) and conduct the following White Space Exercise: Determine what each function does in service to other functions. Score functional relationships on a 1-5 scale on how well each delivers value. Discuss the results and initiate actions necessary to close the service satisfaction gap. Repeat the exercise periodically to measure and assess progress.
|
|
|
|
|
|
| |
5. Identify and Celebrate Wins!
Think and reward results versus activities. It shows progress, creates momentum and increases engagement. Create a "Wall of Results"!
Action: Try this: Plaster the walls with graphs and charts. Bring your team together and get their input as to how the results were accomplished. Then ask the most important questions --- what did this do for the organization? Capture and communicate! Recognize the success and find appropriate ways to celebrate the gains.
|
|
|
|
| |
The danger of not adjusting leadership approaches is real...Make a conscious choice to eliminate the danger – NOW!
|
|
|
info@globaledg.com
(203) 264-4527
To
learn more, please visit:
www.globaledg.com |
|
New Program from GlobalEdg
"Leading in Turbulent Times:
How to Sustain Success" is being co-developed for immediate release.
This one day training program has four key goals:
- Build leadership skills in times of change
- Focus on building business in times of transition
- Introduce new and proven ways of retaining and engaging associates
- Educate leaders on resources available to assist associates during the transition period
|
|
