“Adapt…

…or Die”I was recently reintroduced to Lt. Gen. Rick Lynch’s book by the same name as the title.  I have always liked the bluntness of the message, especially as it applies to Organizational Culture. The importance of the value and impact of culture begins with understanding what culture really is and that it has multiple moving parts.  Once we define what culture is, we can then look at how culture affects organization execution externally as well as how culture impacts organizational operations internally.  As leaders continue to fully grasp the nuances of 21st Century Leadership with all its changes, one truth remains constant; Culture will ultimately determine whether success is fleeting or sustainable!Culture is defined as the system of shared values, beliefs, attitudes and behaviors that develops within an organization and guides the behavior of the members.  Culture exists on some level with or without leadership doing anything at all to...
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“To attain Knowledge, add things every day…

…To attain Wisdom, remove things every day.”No matter how much leaders intellectually know about the folly of trying to fit ten pounds of stuff in a five-pound bag, they seem to always go down that path, ultimately leading to frustration and stress. Of the many conversations with speaking engagement audiences, prospects and clients around how they manage their time, we will invariably get to the question, “What are you going to stop doing so you can do these other new things you need to do?” Unfortunately, the most common response, either verbally or non-verbally is, “What do you mean?” This month’s conversation will discuss “What I mean!”I had the opportunity recently to visit Gettysburg National Park with my wife. Being a Civil War enthusiast, we were excited to visit the site of the pivotal turning point in the War. In one of the exhibits, painted on the wall in large letters...
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Recent Comments
Guest — Rita Facchina
Rick, More insightful wisdom. I'm going to reach out to our team asking for their opinion on items we should consider to stop doi... Read More
Tuesday, 23 May 2017 10:37
Guest — Rick Lochner
Rita, Thank you for your note and great idea to ask that key question! It is especially important in the non-profit world where r... Read More
Tuesday, 23 May 2017 10:53
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The invention of the ship…

…was also the invention of the shipwreck!Effective Leadership involves among other things a sound decision making process. As it is a process it involves looking at not only the decisions immediate impact but the longer-term effects as well. As this quote from French Philosopher, Urbanist and Cultural Theorist Paul Virilio suggests, there is casualty in every leadership decision. For context, the decisions discussed here are primarily focused on the ones with the broadest impact to the organization and the strategy. Understanding the impact the decisions have in a broader sense is the challenge every leader faces multiple times a day! There are always Pros and Cons – The first thing to understand is that every decision has pros and cons. Seems obvious, yet I routinely see leaders making decisions only based on the upside of their decision and falling victim to their own confirmation biases. A common occurrence is a case...
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A Business Does Well…

…what its Leaders MeasureOne of the challenges in today’s business environment is the ability to show measurable progress in whatever endeavor the business is involved in. Entrepreneurs wear so many hats, they struggle with where to focus their metrics. Non-profit leaders get caught up in activities without understanding their measurable impact. Corporate leaders create a false sense of security because all they see of the business is through report-driven metrics. All of this to answer the simple question of “How do you know your business is achieving desired results?”For me, the best answer has always included using the Balanced Scorecard approach introduced by Robert Kaplan and David Norton in their 1996 book, “The Balanced Scorecard: Translating Strategy into Action”.  However, whichever measurement tool and/or philosophy you use, there are two tenets we use in helping clients identify areas of process improvement and quality that belong in any discussion of measuring success....
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The difference between wanting change clarity and resisting change is…

…apparently a difficult question to answer!  I’ve asked this question hundreds of times to business leaders, non-profit leaders and MBA students and the answers are as varied as their backgrounds.  It stems from an age-old scenario where, during a change conversation, some brave soul stands up and asks a question to clarify the change initiative.  The room waits in anticipation as to whether the questioner will get an honest answer or be forever tagged as a resistor of change.  Having led numerous change efforts in my corporate career, I welcomed questions as I knew it would help everyone understand the change in the long run.  However, in my coaching practice I get the sense I may have been in the minority!We have to ask why this challenge exists after many decades of change.  If we put the usual personalities and egos aside, one of the key issues is a fundamental lack...
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