Corporate superpowers

Leadership Off-Site 101: Part III — Substance design

Leadership Off-Site 101: Part III — Substance design

This blog continues to explore the end-to-end process of crafting and leading an outstanding leadership offsite. Once you have understood the context and objectives, it is time to move on to design. The design has three important dimensions to consider: Substance, structure, and style. This post addresses the substance dimension and borrows from systems thinking to determine inputs, offsite modules, and outputs.

Leadership Off-Site 101: Part II — Early planning questions

Leadership Off-Site 101: Part II — Early planning questions

This blog post is a part of a larger Facilitation Collection which explores the various aspects of crafting and leading successful corporate events. It explores topics you should consider at the very beginning of the planning process: broader context, objectives, and basic parameters.

Leadership Off-Site 101: Part I — Benefits, objectives, design choices

Leadership Off-Site 101: Part I — Benefits, objectives, design choices

So, you have been asked to organize the next leadership offsite/onsite/workshop/meeting/retreat? Congratulations! You are climbing up the ladder — and convening a leadership even is a corporate right of passage. If you want to get the ground running, here are some basics.

Steal from the consultant playbook, please

Steal from the consultant playbook, please

I was struck by the muses while waiting at the San Francisco Airport to record this on-the-go video with a simple message: Management consultants are in great demand because they develop skills and adopt practices that you too can develop and adopt — pick and choose from their playbook. Here, you can watch the video and read the transcript.

What is “taking a top management perspective”?

What is “taking a top management perspective”?

Most executives expect you to think like an executive — considering the BIG PICTURE — even if you do not yet have the job title or the full visibility into the broader business. Pragmatically speaking, it means that when you make recommendations and decisions, you proactively anticipate and consider bigger-picture questions.  

How do we make decisions?

How do we make decisions?

Let us acknowledge that how we — as individuals — make decisions varies from person to person and from situation to situation. It is important to be self-aware of your individual tendencies because they influence how you participate in business decision-making as well.

The IDEAL strategic decision-making process

The IDEAL strategic decision-making process

While there is no one “right” decision-making process, many processes can lead to the “wrong” outcome. I have distilled for you the practitioner’s view on 40 years of thinking on the characteristics of an effective strategic decision-making process into an “IDEAL framework.” The IDEAL process is I = Insights-driven, D = Deliberate, E = Explicit, A = Adaptive / Agile, and L = Leads to action.  

Corporate superpowers (strategic decision-making skills)

Corporate superpowers (strategic decision-making skills)

Strategic decision-making is a never-ending business activity that requires a tailored approach and that can be improved in most organizations. Thus, executives treat strategic decision-making skills as corporate superpowers that unlock access to senior leaders, interesting projects, and promotions. Examples include systematic yet flexible problem solving, clarity of thought and expression, conviction to pursue your decisions, collaboration and buy-in creation, and thinking like a senior executive.