“...Inspire through values...

values21 How is your culture aligned to your organizational values?
 ...and motivation takes care of itself."One of the most visible effects the current VUCA (Volatile, Uncertain, Complex, Ambiguous) business environment has been the impact on organizational culture. We define organizational culture in our leadership and business coaching practice as the shared set of Values, Beliefs, Norms and Attitudes within an organization that guide the Behavior of its members. At the foundation of this definition are the core values of the organization that become the guiding principles of its leaders as they model the desired culture.What we’ve observed over the last four years is less about the values themselves and more about the struggle leaders face in aligning their core values to the desired culture. The title quote from Tony Hsieh, the late founder of Zappos, highlights the point. When we look at the relationship between values and culture, we can state it in simple terms as Values + Alignment = Culture....
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“Trust is the glue of life.

PPT What will your operational narrative sound like for your business leading into the new business year?
It’s the most essential ingredient in effective communication.”As business leaders start looking at how this year will end and begin planning for the next year, the words of Stephen Covey in the title ring true as leaders develop their new operational plans. Operational planning is comprised of the four guiding elements of the business: People, Process, Technology and Compensation. In Chapters 4 and 5 of our most recent book, “Finding the Missing Piece: The Impact of Effective Communications on Sustainable Success”, we focus on the communications involved in operational planning and why it is critical to the effectiveness of an organization’s overall communication strategy.Drawing on the definition of business alignment as the process of matching the organization’s tactics to the available or readily acquirable resources to achieve its strategic objectives, we will focus on the available or readily available resources needed to achieve the strategic objectives. In leveraging operational communications, leaders...
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“Knowing is Not Enough. We Must Apply

kick-ass-repeat What is your team's motivation to follow you this year?
...Willing is Not Enough. We Must Do”Ah, the beginning of a new year with new possibilities, opportunities, and challenges for business leaders! It is a time of year where knowledge and intentions run high based on newly minted business plans, sales goals, and growth objectives. Such high expectations leaders have for their teams and businesses before the reality of the VUCA (Volatile, Uncertain, Complex, Ambiguous) business environment sets in. Presumably, the impact of VUCA was baked into the business planning, sales goal planning and growth objective planning. But as Johann Wolfgang von Goethe’s title quote reminds us, planning is just the beginning of achieving desired results. It is through action and application that desired results are truly achieved!So, what is it that gets leaders and their teams beyond the knowing and intending to achieve desired results? What is their motivation? Actually, the second question is a large part of the answer...
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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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We are great at Goal Setting.

BC_goal_setting_feature
We suck at Goal Achieving!Full disclosure, I am a goals geek! I’ve used goals most of my life beginning at age 12 when I set my first 2 significant goals. The first was to join the Boy Scouts and become an Eagle Scout which I did 2 years later. The second was to graduate from the United States Military Academy at West Point which I did 10 years later. To this day, goals continue to play a significant role in our ongoing success at RPC Leadership Associates, Inc.  As we reflect on our current goals in the season of Thanksgiving and create new personal and professional goals for the new year, let’s take a deeper look through the research of Edwin Locke and Gary Latham at the five ways goals have high motivational impact.Challenging Goals are more likely to lead to higher performance ~ We never really know what we are...
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