Grolistic

The Quest for Transformation

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The prime directive for leaders is to make things better – to improve results, strengthen culture, develop talent, nurture relationships. Some leaders see their mission as going beyond improvement, to leading a transformation of their operation or business. But transformation can result in a broad array of outcomes depending on multiple variables including the circumstances of the business, the impact of the culture, or the experience and vision of the leader. Some transformations are small …

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Finding Equilibrium

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The new world of work continues to evolve. Companies are testing different mixes of virtual and in-person environments, seeking equilibrium between the needs of the business and those of their employees. Driven by market and resource competition, our dependence on technology, including virtual communication, keeps growing. Technology’s inevitable progress facilitates ever-improving productivity, versatility, and innovation. But together with these benefits, each technological advance also delivers negative consequences. Right now, while we’re learning how to best …

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Assessing Candidate Attitude

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Our search for predictability is ever challenged by the incessant disruption of change. When trying to attract and hire talented people, this is a critical consideration. Job postings cite requirements and experience levels, but most often, the actual performance differentiator for new hires is not what they do, but rather how they do it – their attitude, and how well aligned it is with the culture of your business. This is not news; those who …

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Dialogue Shapes Team Accountability

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The prime directive of leadership is to improve outcomes – by challenging the status quo, by refining strategy and inspiring its successful execution, by developing talent and culture, by strengthening the sustainability of the business – all to achieve goals that enable the business to progress. The leaders’ challenge is to cultivate the ownership and accountability for these initiatives with those they lead, which requires a devoted engagement with their team, and the nurturing of dialogue among its members. Dialogue facilitates positive momentum towards team commitment …

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Effective Team Characteristics

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Leaders may not always get the opportunity to choose their team members, but they can set the expectations for those they lead. Once those expectations are understood, leaders can shape their teams to develop the shared commitment and appreciation for each other that maximizes their effectiveness and is grounded in these three characteristics: How might clarity about your expectations, and these characteristics, strengthen your team?

Resetting Your Foundation

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It won’t be long before busy schedules, endless meetings, and heavy workloads again become the norm. Before that happens, and if you haven’t already done so, recognize that this time presents a unique opportunity to assess your business’ progress from “what is” to “what can be.” Your company’s achievements and aspirations rely heavily on your culture as the foundation upon which your business is built. Those responsible for implementing and adapting strategies to achieve your goals behave in accordance …

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Where The Real Power Resides

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When it comes to strategy, those with authority and power are often different people. Leaders may develop and authorize strategy, but the real power to execute it resides with those they lead. The real power is usually foundational, grounded in the company’s culture. Strategy is change; change is risky and the outcome is uncertain. Those charged with implementing strategy, and adapting it in reaction to circumstances, need to understand why the change is necessary, as …

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3 Steps to Resolve Differences

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Your business exists to create value for customers by solving their problems. And sometimes, solving external problems can trigger an internal change, a challenge to your status quo, a need to think differently about opportunities, precedents, and risk. There will be times when proposing solutions for customer problems compels you to first resolve some of your own issues, to improve a product or process. Leaders understand and expect this scenario – a core function of …

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The Power of Remembering

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Remembering is part of who we are – it’s what separates us from all other living creatures. Our Thanksgiving Day tradition honors this reality by dedicating one specific day each year to the simple, explicit concept of gathering to remember why we are grateful, to count our blessings. Sharing our unique stories of successes and failures with one another, of lessons learned, strengthens our identity and culture. It provides a sense of continuity. This is …

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Cross-Functional Improvement Benefits

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Leaders frequently employ process improvement projects to boost long-term business performance, and to build the competency of their people. In addition to the quantifiable benefits generated by these ventures, significant qualitative rewards are also produced that subtly strengthen culture and sustainability. Since a process outcome is the result of actions taken by people, improving a process is best accomplished by those who experience the process themselves. Getting your people engaged in process improvement projects helps them discover how your …

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