“A different world cannot be built...

vision-lg How are you leading differently to achieve desired results?
...by indifferent people.”A recurring theme in our writings this year center on critical thinking and the leader’s ability to set direction for their teams in the context of operating in a VUCA (Volatile, Uncertain, Complex, Ambiguous) business environment. It is a recurring theme because we continue to see and hear about business leaders struggling with change they feel they have limited control over. Using the title quote attributed to Peter Marshall, former chaplain for the U.S. Senate in the late 1940s, we continue to explore effective leadership in a VUCA business environment.Indifference is defined as a lack of interest or concern in a given situation. It is being apathetic in a situation and is a clear reflection of the leader’s attitude. This is an important distinction as part of the challenge of effectively leading change is thinking it merely involves doing different to get different results. It is a common misconception...
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“The ability to learn faster than your competitors...

strategy-making How is your business strategy creating a sustainable competitive advantage and how do you know?
...may be the only sustainable competitive advantage.”It is the time of year where many organizations are starting to plan for the continued success of their business. Whether for-profit or non-profit, large national corporation or small local business, the challenges of maintaining a sustainable and successful strategy continue to challenge leaders at all levels. Leaders continue to navigate a VUCA (Volatile, Uncertain, Complex, Ambiguous) business environment laced with supply chain issues, employee retention, political unrest, and economic inflation to name a few.The inspiration for the framework of this month’s discussion is an article in the most recent issue of Harvard Business Review titled “Strategy-Making in Turbulent Times – a Dynamic New Model” by Michael Mankins and Mark Gottfredson. Right up front I’ll argue whether their model is new or not, a point the authors even acknowledge as true for parts of their recommendations. However, the five elements of the structure are valid...
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“Leadership is cause...

cause-and-effect How is your leadership causing sustainable success?
...everything else is effect.”John Maxwell’s first irrefutable law of leadership (Law of the Lid) states, “Leadership ability is the lid that determines a person’s level of effectiveness.” It is further reinforced by the title quote credited to Professor Stephen Adei, in 2004. In today’s VUCA (Volatile, Uncertain, Complex, Ambiguous) business environment, effective leadership is paramount to sustainable success in every sector; for-profit, non-profit, private, public, corporate, and entrepreneur. To the extent leaders effectively impact the cause, the more predictable and impactful the effect.In our upcoming book, Finding the Missing Piece: The Impact of Effective Communications on Sustainable Success, we refer to the answer to a question we often get in our coaching practice around the three things leaders need to know about effective leadership. Our answer is always the same:Create and communicate a Vision and StrategyBuild a Structure aligned to the StrategyDisciplined and accountable ExecutionIn essence, these represent the three levels...
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“That was Then...

Past-Present How will your business cycle end, starting now?
...This is Now!”As we continue to work with organizational leaders in both for-profit and non-profit businesses, a common theme has emerged that resonates across them all. This current business cycle is a recalibration to the new reality (not new normal) of the current VUCA (Volatile, Uncertain, Complex, Ambiguous) business environment. The inspiration for the title for this month’s discussion comes from an S.E. Hinton book by the same title published in the early 1970’s. It’s also been a movie (1985) and a song (1986) by The Monkees music group. However, we are using it to drive home a crucial reminder to today’s 21st Century Leaders as they adapt to the current VUCA Business environment.Specifically, the focus is on the Operational Support Elements that bridge the gap between the Strategic Thinking process that informs organizational direction and the Tactical Execution that produces the desired results for sustainable success. In our “Missing Piece”...
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“A goal is planned conflict...

conflict-with-status-quo How will your goal planning process defeat the enemy of your success?
...with the status quo.”It is the time of year when leaders evaluate the results of what has been a very challenging year. The purpose is to presumably create new goals to continue achieving desired results next year. Yet, no matter how many leaders I ask what their goal planning process looks like, the vast majority simply do not have one. The closest processes resemble an organizational to-do list with little or no context behind them. But is that enough? As the title quote from Hyrum W. Smith suggests, those goals must be strong enough to move to a desired future that is likely in conflict with the status quo.The challenge is that merely setting goals is never enough in and by themselves to create the necessary level of planned conflict. We wrote about this idea two years ago on how an effective goal planning process is a great motivator for success! The...
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“Action and Adaptability...

VUCO-2-0 What new opportunities are you taking advantage of?
...create Opportunity.”At the risk of sounding redundant and a little like Captain Obvious, the new reality challenged every leader’s script for success. It reminds me of a term from my former life, VUCA which is an acronym for Volatility, Uncertainty, Complexity and Ambiguity. It was coined by the Army War College in the late 1980s as part of post-Cold War planning discussions. There is little doubt today’s 21st Century business environment encompasses all of these conditions!Instead of dwelling on each of these conditions and their impact on leadership, let’s look forward and see how today’s leaders can create opportunity as motivational speaker Garrison Wynn suggests in the title quote. By way of structure, we will use the VUCA 2.0 Model coined by former Medtronic CEO Bill George. He simply redefined the original letters in the acronym to now mean Vision, Understanding, Courage and Adaptability. Let’s explore each in more detail:Vision ~...
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