Rebuilding Teambuilding

Diverse_TeamBuilding a team from scratch is a rare privilege that few CEOs get to experience. Inheriting an executive team is more the norm. The functioning state of a team can be ubiquitous.  A newly acquired team could be at any stage of the forming, storming, or norming process. It could consist mostly of people who like to take action, or people who are skeptical. It could include a majority of those who like to analyze every detail, or those who chase the next shiny, new management fashion, process, or business trend.  Not every leader has the ability of accurately judging others. How can a CEO build on such chaos?  

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Talent, Time and Place

GearsThis year, how are you going to fill the bill for your organization to provide  innovative products and services, high performing work teams and higher profitability? Today, market demands are changing at a head-spinning rate. This requires your organization to have greater flexibility. Stakeholders are looking for greater ROI, the need for talent with specialized skills and employees who want meaningful work are examples of other changes affecting businesses. Is your organization keeping pace? Are the right people in the right positions to meet the needs of conducting, leading and implementing the strategic changes needed to beat the competition?

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Ten Steps to Create a Culture of Commitment and Accountability

Handshake1.) Organizations need to communicate to everyone that accountability and commitment are important. This provides an opportunity to analyze your communication system.
2.) Align every job description to your company’s strategy and goals for the coming year. Ask everyone to commit to a shared vision of results. Annual strategic planning will keep you on track with this step.
3.) Make accountabilities clear for everyone by using the benchmark for their job to start a discussion about how their individual contributions matter. Incorporate this strategy into your hiring system.
4.) Have job-related professional development planning in place for new employees. This will help them reach their full potential consistently and more quickly.

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Is There a Guarantee in Your Future?

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 A couple of weeks ago, I attended a meeting of professional consultants. One discussion centered on a question a client might ask a consultant and that is, “Can you guarantee your work?” The consultant initiating this discussion stated that the reply always given is, “Can you guarantee that you’ll do everything I recommend you do?”  It’s unlikely that a client will do everything the consultant advises and even more unlikely that the client’s employees, including the executive team, will do everything the consultant or even the CEO advises. Given such circumstances, is a consultant foolish to offer money back or any level of guarantee?
In conducting some brief, non-scientific, research for this article, I found that consultants offer a variety of guarantees.

 

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How Strong is Your Bench?

CEO

Will your business be ready the next time there is a crisis?

Being caught in a weak position when a crisis hits is something no one wants. The time to make sure your company will weather whatever the future holds is now. With careful, targeted recruitment and internal development, you can stack your bench with talented people who may have been out of reach just a few short years ago.
The time is now to look at positions that are the most difficult to fill or that have a high likelihood of becoming empty and assess your current leadership lineup to see who might fill these vulnerable slots. Start with the ones that have a deep impact on the business and would be the most difficult to do without. If losing someone would mean scrambling to find a replacement as soon as possible, there should be a highly qualified understudy in the wings.

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