Bob Schultek Much has changed in just the past ten days. And we’re reminded, as we were after 9-11, that despite all our efforts to exercise control over our lives, unplanned circumstances can quickly disrupt our routine and sense of control. We’re in for a rough ride for a short while ahead, but we will adapt, as we always have, and find a way forward. This chaos will end, but another shock awaits in the future, so use this …
Leaders and change are inseparable. Whether reacting to a threatening external challenge or proactively disrupting the status quo to improve performance, leaders realize that people do not readily embrace change; initially, there will be uncertainty, disruption, fear and discomfort among those you lead when change is on the table. But leaders also recognize these emotions as necessary ingredients in a change initiative. When paired with a clear, thorough understanding of projected benefits, they can be leveraged to focus energy, to encourage …
Leadership is often the difference between success and failure. The most productive leaders appreciate that their prime directive is to improve results, requiring that they nurture a team culture which challenges the status quo, and shares the commitment and accountability for embracing change. Recognizing their responsibility to develop those they lead, and knowing from experience that the most beneficial learning is accomplished by doing, these leaders promote change initiatives as learning experiences that open opportunities. They counsel that natural …
To build a culture of shared accountability, a team must be capable of constructively debating conflicting perspectives about an issue that requires action. There can be no team commitment to a decision without resolving these differences. Mastering this conflict management process is a vital leadership skill. Productive conflict dialogue identifies gaps in team members’ positions on the target topic based on their individual experiences and expectations. The skillful use of questions and related discussion are used to explore …
Creating value is the work of leaders. It’s a perpetual challenge, involving the preservation of key customer relationships, the constant quest for innovations, and the relentless pursuit of quality, productivity and sustainability, all simultaneously occurring in accordance with the company’s culture. Preserving proactive, strategic customer relationships yields insights about evolving aspirations, goals and needs, which enable adaptations to ensure that these valuable relationships endure. Observing and assessing trends from industry or market engagements encourages the curiosity and anticipation …
Business discussions regarding value creation or the utilization of resources employ two languages. Those who work within the operation most often speak in terms of things – units, hours, etc. Senior leadership speaks in the language of money – dollars earned or saved. To attract senior leadership attention, middle managers in these businesses are required to translate the language of things into the language of dollars. Decisions are always made using the language of money. The same translation …
Price is obvious to all customers. It’s clear, direct and easy to evaluate. It simplifies, and so expedites, their buying decision with minimal consideration. It’s why they like to hear the numbers as early in your discussion as possible. But talking price too early, without first learning more about the customer’s need and why its resolution is important, just confirms their initial perception of your offering as a commodity. And like every other commodity supplier, …
Having signed 52 baseball prospects who would later become major league players, Tony Lucadello is known as baseball’s greatest scout. His discoveries included Hall of Famers Ferguson Jenkins and Mike Schmidt. The number of his signees making it to the big leagues is far greater than any other scout. And he accomplished this with a territory that included Ohio, Indiana and Michigan, rather than the good weather states of Florida, Texas or California where more opportunities to …
The quest for improved results dictates the need for change. It’s a journey filled with conflicting opinions that require resolution before commitment to the change can be secured. In his latest book, “Thriving in Conflict,” Doug Johnston presents his definition of conflict as “a gap between what we expect and what we experience that leads to deeper understanding and better results. The “deeper understanding” described in Doug’s definition is enabled by ensuring that the exchange of differing opinions remains …
Successfully tackling change initiatives is most often due to these team characteristics than it is to the types of individuals on the team: Accountability: Team members are comfortable taking risks; the team relies on its leader for support and on each other to act with urgency, commitment and thoroughness. Clarity: Team roles, goals, and implementation plans are clearly documented and understood. Impact: The project goals are personally important for each team member; they feel valued and believe that their efforts will make a difference for customers …