The corporate athlete is willing to be uncomfortable and risk playing out outside of their own boundaries.
I believe great business leaders and great athletes have a lot in common! The playing fields or competitive settings may differ, but the qualities of both competitors are very much the same!
So, what does it take to become a corporate athlete and business champion? The solution is so basic and so simple and yet is overlooked by most way too often.
Success in and out of business and sports is directly related to how willing you are to venture outside of your own boundaries and comfort zone. It's not the natural talent or the business experiences you had, it is not the physical gifts or the advance degrees that separate the best from all the rest...
For anyone engaged in organizational development or executive coaching work, the importance of leadership mindset is a given. Often the first step in helping a leader or team move beyond current limitations and fixed ways of seeing and acting is addressing ineffective mindsets head-on. In our work at Growth River, “Effective Mindset” is one of the core conditions we focus on with teams to create the conditions for success (How Leadership Teams Successfully Create Aligned Business Strategy).
My appreciation for just how important mindset is deepened as the result of my recent experience facilitating a 2-day alignment workshop with a nonprofit leadership team...
What do arranged marriages and their analogue in the business world, post-merger Integration, have in common? The answer: long termed success starts with getting the match right in the first place.
Here’s a telling statistic. According to UNICEF and Human Rights Council, the average divorce rate globally in the case of arranged marriages is 4%. In India, where 90% of marriages are arranged, the divorce rate is 1.1%!
Contrast Post-Merger Integration. According to McKinsey and Co., nearly 80% fail to recover the costs incurred in the deal, and fully half of deals result in reduced profits, reduced productivity or both. Add to this years of fear and instability on the part of employees and their local communities, and … you get the picture...
HR leaders love and need their development tools to make the difference that is expected of them. They often include psychometric assessments, 360 evaluations to performance management processes and more. But the most important tool HR leaders need is having the right mindset to excel.
Every human resource leader I have ever had the privilege of working with had their eye on one question:
“How can I best build a high performing culture? A culture in which our people possess the right skills, capabilities and level of engagement that unleashes our organization’s highest potential to create and sustain profitable growth?”
However to really accomplish this, the central challenge for most HR leaders is this:
To get a seat at the leadership table, and to continuously be a critical strategic partner and co-pilot to business leaders and the leadership teams throughout the enterprise...
Accountability without authority is a pervasive pathology in organizations. Holding someone accountable for playing a role without giving them the authority to succeed in the role is a recipe for failure. If undiagnosed, the impacts on a team culture are insidious and unhealthy. These effects can become a very real obstacle to developing a high-performance team that consistently delivers on desired goals and outcomes.
Several years ago I took on the role of CEO at a small nonprofit (see Authoring Your Own Success Story). At that time, we recognized that we needed to transition from being a top-down, directive leadership organization, as it was no longer working. The organization was growing and developing new programs and services, so we needed to create a more complete system-of-roles to manage this increase in complexity. Concentrating too much authority and responsibility in the hands of one directive leader wasn’t working...
Here's a 30-second introduction to a high performance team tool: compelling requests.
It's simple. The members of high performance teams make compelling requests.
It's built into the culture. It's expected.
During a strategic alignment meeting with an international conservation science organization, a business leader lamented the pace of decision-making. "We make decisions at the speed of nearly dead turtles," she moaned.
Acknowledging the problem, we responded, "businesses grow and evolve at the speed at which clear and compelling requests are made and responded to."
Performance metrics are a key component in growing and evolving a nonprofit organization. As a former ecologist, I was endlessly captivated by the inherent perfection and dynamism of the evolutionary process. Ecosystems have a remarkable capacity for constantly adapting to changes in the environment by refining existing adaptations or even making leaps to entirely new solutions for meeting the challenges of ever-changing life conditions. An essential component of this ability to adapt and change are the many feedback loops that are found in every ecosystem.
Put simply, ecosystems are constantly “collecting data” to evaluate what’s working and not working and then tweaking the system to respond to this information.
Nonprofit organizations are no different. In a dynamic organizational ecosystem...
A couple of blog posts ago I made the statement about the future of leadership development, and how I don't think current leadership development approaches are enough to equip leaders in our current business environment. This is especially true when considering how much change leaders are facing daily as a result of globalization and technology.
Because of this, I believe there are three important keys to the future of leadership development: