...of Our Capability.A frequent topic of discussion in our leadership coaching practice in the last several months is how to manage burnout. When we explore the topic more closely, a common theme arises to the surface. It seems despite the many issues of the time (great resignation, post-pandemic uncertainty, global supply chain, etc.), leaders are still trying to achieve their original goals as if these issues simply didn’t exist.In truth, every business, for-profit or non-profit, public or private, large or small, operates on two related and interdependent variables: Capacity and Capability. Capacity consists of the assets and inputs, both tangible and intangible, the organization has on hand or can be readily acquired. Capability consists of the collective skills, knowledge and attitudes the organization leverages to conduct their business strategy and effectively compete in their markets. All businesses must assess their competitive strategy through the lens of their executable capacity and their...

...Without Saying No.In our coaching practice with corporate leaders, non-profit leaders, business owners and individual professionals, one of the most common areas of development is priority management. While some still refer to this challenge as time management, we beg to disagree. You see, these leaders aren’t really managing time as it is fixed at 24 hours in a day, seven days in a week, etc. What these leaders are managing is what they do with their time such as how they manage their priorities. Prioritization, by definition, means saying yes to the most important (urgent or not urgent) and saying no to the least important. Therefore, learning to say no is a crucial leadership and priority management skill.In an article from the October 2021 issue of Inc. Magazine titled, “Yes, it’s OK to say No”, Fawn Weaver, the founder and CEO of Uncle Nearest Premium Whiskey, wrote about the importance of...

...at the Edges of Knowledge.”In our current volatile, uncertain, complex, and ambiguous (VUCA) business environment, business leaders are coming to terms with the new reality. Much of what they knew about how to stay relevant to stakeholders three to five years ago has been rendered mute under today’s conditions. Both external and internal stakeholders now have much different expectations to the level where leaders are realizing a renewed sense of the importance and focus on culture, purpose, and effective communications as crucial to their sustainable success.Inherent in this process are the two key elements of the title quote. The first is the level of continuous learning embraced by 21st Century leaders as they strive for purposeful relevance. We’ve written about leadership learning over the years, most recently earlier this year which you can see here. The second is the importance of knowledge in the leader’s learning process to inform what really...

...but on building the new.”A hot topic in social media and around the business community, both for-profit and non-profit is the discussion around how to structure the workforce in the new reality. Questions abound around bringing employees back to the office full time, part time, not at all and what are the ramifications of these options on how the business continues to run and how leaders effectively lead. On multiple LinkedIn discussions, we’ve posted that those leaders who can only manage effectively when their team is back in the office as it was pre-pandemic are insecure and need to reflect on why they are only confident leading under those conditions in this new reality. Of course, those comments were mostly met by agreement and a few disagreements, even one challenging our credentials to even make the comment in the first place.Our underlying premise, and the reason for the title quote attributed...

...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”...