Corporate Superpowers Blog
Straightforward discussions of the strategies, tools, practices, and mindsets that will fuel your professional success at work. These are the exact same key ideas and ways of thinking that I use as a practitioner in my client work and also develop in others around the world as a trainer. Please, steal from my playbook! (With proper credit, of course.)
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.
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.
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.
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.
Executives have a long list of expectations, all linked to taking a top management perspective. To understand where these expectations come from, let’s play a game: Imagine that you are a very senior executive at a large railway company.
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.
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.
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.
While effective strategic decision-making requires solid analysis and practitioner judgment, it is even more important to follow an effective strategic decision-making process. Read more to learn why.
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.
This blog post is a first in a series of posts on strategic decision making and defines the term. Starting with a definition is not some theoretical “good to have” activity but instead a very pragmatic act of getting on the same page and framing outcomes through shared language.
За добро или за зло, съкращенията на персонала са факт от живота на мениджърите от цял свят - дори и по време на бърз икономически раcтеж. Втората част на тази статия описва различните видове консултанти, които предлагат ценна помощ.
За добро или за зло, съкращенията на персонала са факт от живота на мениджърите от цял свят - дори и по време на бърз икономически раcтеж. Първата част на тази статия разкрива как протича процеса от гледна точка на мениджърите, които трябва да съкратят персонала.
Да, в тази статия действително ще си говорим за това как де се разгорещи и развие вашият страстен КУПОН, за да постигнете върховни лидерски успехи в днешния шеметен свят