Taking Care of Your Business

Leading Change with Vision, Part 2

Michelangelo once said "the greatest danger for most of us is not that our aim is too high and we miss it, but that it is too low and we reach it." This underscores the importance of vision, of aiming high when we are engaged in the work of adaptive leadership. This is the second in a three part series based on John Kotter's model for leading the kind of organizational change that drives performance. Developing a vision for change, communicating that vision in plain language, and removing obstacles are all essential steps for leading the kind of change that can transform an organization.  

Leading Change with Urgency, Pt. 1

Transformative leaders understand the importance of leading change.  Whether it's changing the hearts ands minds of their employees to unleash untapped potential, or changing long-established ways of doing things that are no longer effective.  Change is hard, and leading change is even harder.  This is the first in a three part series on leading change, which lays out a strategic approach to assure that desired change is embraced within the organization, and can be sustained over time.  It helps leaders identify what may need to change within their organization to get to the next level, and then provides a roadmap to get there.

Embracing Adaptive Work

When I was a kid my Dad used to tell me, "you need the right tool for the right job."  it's not going to work if you try to use a hammer to tighten a bolt or screw. In a previous episode we explored how leaders face two different kinds of problems in their organizations: technical and adaptive. Where leaders experience frustration is when they take a set of tools that works great with one type of challenge, and try to apply it to the other. In this podcast we dive deeper in the adaptive world, and explore six tools that help leaders take on adaptive challenges. This work is hard, and sometimes it's counterintuitive. And yet embracing adaptive work is the toll leaders have to pay to get on the road to bring their companies to the next level.  

Technical vs. Adaptive Leadership Challenges

It's been said that the most important step in finding a solution is defining the problem.  In particular, defining what kind of problem it is.  In this podcast we tackle the topic of two different kinds of challenges that all leaders face: technical vs. adaptive.  Technical challenges and ones that can be addressed with information and expertise.  People generally understand what the problem is, and who is responsible for fixing it.  The obstacles are generally a combination of more time or money or people.  Adaptive challenges are different.  The problem may be difficult to define, and responsibility for fixing it may not rest with a single individual or group.  And most importantly, the key obstacles i adaptive challenges are not time or money or people or technology.  The obstacles are usually hearts and minds and deeply help beliefs.  Leaders optimize their effectiveness by learning how to differentiate between technical and adaptive problems, and then bringing the appropriate approach.

High Potentials: Part 3 of Addressing the ”Great Reset”

This is the third in a three part series on how to leverage three strategic opportunities to address the challenges of the so-called "great reset." This term refers to the fundamental shifts in the workforce that are forcing organizations to rethink their approaches to hiring, retention and employee development. This podcast focuses on three ways to develop employees who demonstrate high leadership potential: mentoring, stretch assignments and leadership development programs. Pairing high potential team members with mentors broadens perspectives and cultivates a deep understanding of the organization's history, culture and operating model. Stretch assignments--not to be confused with "sink or swim" assignments!--provide an opportunity to engage at a different level within the organization. And leadership development programs ensure the organization has the leadership capabilities necessary to drive performance, strengthen culture and achieve a strategic vision.

Employee Development: Part 2 of Addressing the Great Reset

This is the second in a three part series on how to address the "great reset" that is occurring among employees across so many industries.  Major shifts in the workforce pose significant challenges in recruiting, retaining and developing employees.  Leaders need to shift accordingly.  Employee development is a key strategic opportunity meeting these challenges.  The first element is developing both the technical and interpersonal skills of employees.  These are sometimes referred to as "hard" and "soft" skills, but this overlooks that soft skills are actually the hardest skills of all to master!  The second element of employee development is personal and professional growth: defining a future beyond the job an employee has been hired to do.  Career paths are a powerful way to develop employees, and too often underutilized in many organizations.

Onboarding: Part 1 of Addressing the ”Great Reset”

This is the first in a three part series on addressing the "great reset" that is occurring in the workforce across the country.  Some have described this as the "great resignation," but resignations are only part of the story: there is a fundamental shift in the workforce--a reset-- that is posing significant challenges in hiring, retaining and developing employees.  With the workforce in "reset" mode, companies need to respond in kind by resetting what they do.  The first strategic opportunity that needs to be reset is onboarding.  Leaders need to move from general onboarding to one that is role-specific; from onboarding that is "once and done" to a process that is ongoing; and from a focus on policies, procedures and employee benefits to culture and behaviors.

Accountability and Psychological Safety

Accountability--answering for one's own performance--is a key feature of high performing teams.  The four basic steps involved--see it, own it, solve it, and do it--are necessary but not sufficient. The other key concept is psychological safety: the shared belief that it's OK to take risks.  It is a sense of confidence that the team will not embarrass or punish its members when they put themselves out there.  When accountability is high, but psychological safety is low, employees are anxious.  They are wary about taking risks or seeking help.  When psychological safety is high, but accountability is low, this breeds complacency.  And when both psychological safety and accountability are low, employees are apathetic.  The best leaders create an environment where both performance accountability and psychological safety are high.  This powerful combination optimizes team and individual performance. 

David Friedman: Culture as Competitive Advantage

Culture has become the hottest word in today's organizational lexicon. From boardrooms to locker rooms, everyone's talking about the critical link between culture and extraordinary team performance. Yet, as clear as that link may be, understanding what culture is, and what to do about it, has always been so murky. Until now. In this interview with Vistage Chair Jeff Oak, David Friedman reflects on his game changing book, "Culture by Design," which cuts through the fog and provides a simple, clear, and practical roadmap for building a high-performing culture - in any organization. Friedman brings a level of credibility and practical wisdom that stands in stark contrast to the typical academic treatment of culture.

How to Navigate Changing Market Dynamics: Interview with Roy Ryniker

Jeff Oak interviews Roy Ryniker, President of Reorganization Alternatives Group, Ltd., about how to refocus your company in response to changing market dynamics.