You may have alignment in your business, yet still risk losing vibrancy. When risk is poorly managed, long term vibrancy is not possible.
It is possible your words and phrases are blocking clarity, alignment and momentum. You might not even be aware of the impact.
How shall we best lead in the workplace?
Wellness at work needs our attention; it is deteriorating. Or is it just that we hear more about it in the media we see or hear? Or that people are willing to speak out? Maybe all. And then there’s you. How are you?
You’re going to realize the change you want much more smoothly if people around you also choose change.
Let’s take the pandemic, for example. Change seemed, in some cases, so easy and quick. People were even choosing change that aligned with what the organization most needed at this time.
A few years ago, I had the bright idea to increase the number of huddles per week. Although done with the best of intentions, it was not the right choice for us. What wasn’t working? And how might our learning aid you?
This is a message about giving oneself some grace and having empathy for others when they get temporarily distracted by something life has thrown at them.
I’ve been distracted for the past few weeks. Does this happen to you?
How do you learn what matters to someone? I’m going to share one way that helps people open up so that you, dear leader, can start cultivating tighter alignment throughout your workplace.
Share “Yes!” stories.
Is the way of leading in your organization in alignment with your business model?
I keep my eye on the future of work, and especially on the future of leadership. I’ve also been interviewing thought leaders from diverse viewpoints about talent adaptability, including leader adaptability. One of these thought leaders is futurist Gerd Leonhard. In a recent video, he expresses a view about business models that, to me, includes a call to action for all leaders:
How as a leader, might you cultivate a culture that is the foundation for a vibrant business? To help answer this, let’s revisit the four-part culture-cultivating practice I shared last week, now with examples and some instructions. Use this practice to weave culture into strategy and leadership.