A few years ago DirecTV had a set of humorous TV commercials based on the idea that a single event can set in motion a series of events that leads to a less than desirable outcome. One of those commercials went like this:
This week we continue on in our focus on the most popular (aka "the sexiest") topic in leadership: strategic thinking. In last week's posting, we acknowledged that strategic leaders not only help unearth great ideas, but they navigate them through organizational gauntlets to get implemented.
Successfully leading the change that comes attached to new ideas is paramount to being a strategic leader. Therefore, we're going to take the next two blog posts to explore the practical realities of moving great ideas from concept to implementation.
We’re in the midst of a multi-week exploration of the most favorite son of leadership theorists: strategic thinking. Last week we looked at the first of three practices for fostering the discovery of paradigm-shifting improvements. This week we’ll continue that process by looking at the remaining two. To start, let's take a moment to consider a list of questions...
This series is titled “The Sexiest Topic in Leadership” because strategy is something that seems to intrigue all who are interested in leadership. Everyone seems to like the idea of thinking strategically and sees value in doing so.
We’ve just begun a multi-part series exploring the most talked-about topic in leadership: strategic thinking. What makes a leader strategic? How can we help ourselves and the leaders we are responsible to develop become more and more strategic? What are the key principles of thinking strategically that can be fostered at all levels of leadership?
Last September we had a pretty significant accident in our home. Our two year old son had his right pinky finger in the hinge of a door when our four year old daughter decided the door needed to be closed.
I had just finished my senior year in high school. I was 18 years old. My friends and I were busy making plans for where to attend college. The world was full of possibilities and options. One afternoon that spring the phone rang. It was clearly an adult on the line but he wasn’t asking to speak to my mother or father. He wanted to talk to me.
It has begun and is in full force. By “it” I mean the insanity and stupidity of the American media’s coverage of its political process. It happens every time there’s an election and every four years, when we elect our President, the levels of insanity and stupidity soar exponentially.
In last week’s blog, I shared that my wife and I kicked off the new year by volunteering at a spiritual development conference called “Passion 2016." The scope of the conference was impressive: 40,000 people between the ages of 18 and 25 hailing from all 50 states and 51 countries spread across three different arenas in the southern United States.
This past New Year’s was a first for me. It wasn’t the first time I fell asleep before midnight on New Year’s Eve. (That’s the norm since children became a part of our family.) It wasn’t the first time I’ve been out of town over New Year’s Eve.
My oldest son is 6 years old. This winter I’m coaching his first foray into the sport that has been a deep passion for me, basketball. As you might guess, this team of little boys produces only a dim reflection of actual basketball.
Walt Kelly was an animator and story teller. His career included work on Disney favorites such as Pinocchio, Dumbo, and Fantasia. In 1948 Kelly’s creation “Pogo the possum" began running in the New York Star, a newspaper that existed for less than a year.
Over the next two weeks we'll explore some practices that make us better listeners, and thereby, more trustworthy leaders. This week we'll focus on one of the simplest ways to improve our ability to listen. It's a practice that creates a reward disproportionately greater than the effort it takes.
This past week I had the privilege of addressing the top 100 leaders of one of my clients. It is a publicly traded company with operations on multiple continents and over 12,000 employees. It has, like many companies of its scope, plenty of opportunity to wrestle with complexity through its logistics, variety of businesses, and cultural diversity. Over the last 3+ years, the company has experienced an 89% gain in its share price.