Leading in a fast paced world demands you find ways to adapt more quickly to change. The old systems of command and control don’t work anymore, it hasn’t worked well for many decades now. What’s the alternative?[Read more…] about Military Lessons for Leading in Uncertain Times
Many see leaders as those with power and position. This view of leadership assumes that leaders are the few people at the top of an organisation. Nothing could be further from the truth!
“All the effective leaders I have encountered – both those I worked with and those I merely watched – knew four simple things: a leader is someone who has followers; popularity is not leadership, results are; leaders are highly visible, they set examples; leadership is not rank, privilege, titles or money, it is responsibility.” – Peter Drucker
Position, title and authority are often confused with leadership. We often read news reports that refer to anyone with a title as a “leader”. However, leadership is not an actual position or title. Whether you’re the president of a country or a chief executive officer, your title does not make you a leader. All a title does is make you a senior executive.[Read more…] about Leadership is Not Title or Position
For decades doctors believed that stomach ulcers are caused by stress and spicy foods. Something many people still believe today. Ask a number of people what causes stomach ulcers and you’re most likely to hear one of them say stress.
You may be surprised to find out that in 1985 the Australian doctor Barry Marshall publish research proving that stomach ulcers are caused by the bacteria Helicobacter pylori (H. pylori) and not by stress or spicy foods!
Organisations don’t change. People change. People change one strategic conversation at a time.
Strategic conversations play a critical role in the execution of strategy and change as:
- Vision must be shared before it can be lived. This requires conversation.
- Employee engagement is driven by meaning and purpose. This requires conversation.
- Execution requires alignment of action and behaviour. This requires conversation.
How effectively are you leading strategic conversations in support of the execution of your strategy?
The key to surviving the fast paced world of today is that ability to accept and manage change. But making change stick is a difficult task. And when it comes to managing change in businesses the failure rate is high.
- An IBM study “Making Change Work” of more than 1,500 practitioners worldwide found that only 59% of corporate projects miss at least one objective or fail entirely.
- In 2008, a McKinsey survey of 3,199 executives around the world found that only one transformation in three succeeds.
- An Economist Intelligence Unit study, sponsored by the Project Management Institute (PMI) found that less than half (46%) of executives their businesses are “excellent” or even “good” at executing initiatives and projects to deliver strategic results.
- A 2013 Towers Watson Change and Communication ROI Survey found that only one out of four respondents (25%) say they are able to sustain gains from their change management initiatives over the long-term.
As you can see from these research results that making change stick is not easy. What can be done to improve on these results?
When it comes to achieving our New Years resolutions the statistics are pretty dismal. Research from the University of Scranton as published in the Journal of Clinical Psychology found that only 8% of people are successful in achieving their New Year resolutions. Similar research conducted by Psychology Professor Richard Wiseman at the University of Hertfordshire found that only 12% of people actually achieved their New Year resolutions. Given such low levels of success you may be tempted to conclude that goal setting doesn’t work!