You’re considering your day. How do you ensure that each day achieves or moves you closer to what you want? Are you among the right people? Are you asking for help? You may plan your days many days or weeks in advance, such as to block out times for important

Before you can focus on what matters most, first define what matters! What do you want? Your calendar is full. You feel busy. Yet is any part of what you have planned for today moving you toward a better future? As a leader, is what you have planned for today

Being productive is a goal for many. Being productive while focusing on what matters most is what will bring you the greatest success. Get clear about what matters, and prioritize next steps While I write to leaders of organizations, what I share in this post applies to all parts of

Let’s address remote work. Recently I had the pleasure of being interviewed by Dr. Ginny Bianco-Mathis (and Mitch Simon, but you’ll only hear Dr. Mathis and me in the clip that I’m sharing with this newsletter). Dr. Mathis and Mitch co-host the Team-Anywhere podcast. Virtual teams and remote work are

You’ve set your objective (Part I), defined what success and progress will look like (Part II), identified what will be hard (Part III), and brainstormed who and what can help minimize that hard stuff (Part IV). Now it is time to define measurements, so you (and all) can know that

In Part 1, I asked you to consider a strategic objective or significant goal and envision the future after successfully achieving it. In Part II, you defined what progress would look like by prioritizing 1-4 nearer-term goals or objectives that would indicate you were moving in the right direction. And

In Part 1 your one best next step was to consider a strategic objective or significant goal and envision the future after successfully achieving it. In Part II your best next step was to define what progress would look like. I recommended doing this by prioritizing 1-4 nearer-term goals or

In Part 1 your one best next step was to consider a strategic objective or significant goal and envision the future after successfully achieving it. There’s more to do, in order to achieve it and especially when achieving it through others. So your next step is to define what progress

To get the most of orchestrating change, first define what success will look like. Often, you may find yourself facing situations that you don’t want. Most people are very clear about what they want to avoid in the future. Successful people pay more attention to what they do want. Define

  Why an organization exists doesn’t change that often. Purpose and mission statements do change, however, and most often in one (or more) of three ways: The organization has pivoted. Expanded market influence allows for a wider lens. The current wording does not capture the minds and hearts of those