If you’re working at change in your organization you know that it’s a long road, and one that requires companions on the journey - and a guide doesn’t hurt either. A thought leader in the world of business John P. Kotter in his book Leading Change offers eight steps that lead to real and lasting change that we recommend and support through Insight's services. They’re useful, and while we recommend the book we’ve also summarized the steps below to give you an idea of where to begin.
Viewing entries in
In a past post we summarized John P. Kotter’s eight steps for leading change, and we again present the ideas of a thought leader who offers eight steps - this time for cultivating innovation and creativity. We often utilize and refer clients to this book who are looking for a plan to execute innovation inside their organizations.
homas D. Kuczmarski is a recognized expert in new products and services innovation, among other areas. His book Innovation: Leadership Strategies for The Competitive Edge outlines eight building blocks for establishing an innovation mindset. Kuczmarski’s building blocks provide guidance for any leader looking to move their company into new territory, and we’ve summarized the eight steps below to jump-start your thinking about how your organization approaches innovation.
About a year ago Netflix posted an internal presentation that outlines their company policy of maintaining relatively few policies. Their point: value statements are all well and good, but when they’re just words on the page they guarantee nothing. What really drives success, growth, and innovation is identifying values, consistently applying and acting on them, and empowering and expecting your employees to do the same. Essentially, Netflix puts their money where their mouth is.
Risk can be scary, but uncertainty can be downright terrifying because the unknown is so much more unpredictable than, well, the predictable. If your company is doing its best to ignore or avoid uncertainty then that’s a problem because it can destroy your business. It can also hold enormous opportunity if you make an effort to engage it.
Written by Paul J. H. Schoemaker, Profiting from Uncertainty: Strategies for Succeeding No Matter What the Future Brings, paints a clear picture of how responses to uncertainty can make or break a company.
In this post we offer a taste of the first chapter, “Embracing Uncertainty,” because it addresses many of the concepts that Insight does when we work with clients to grow and transform their businesses.
When it comes to strategic planning, you need to be sure that you’re thinking about the right questions and scenarios and not focusing too much on rehashing the past. After all, strategic planning’s main concern is the future: how your organization will grow and thrive and what steps will get you there.
In his article “Strategic Functions Increase for HR in Organizations,” Stephen Miller notes that organizations that outsource administrative HR tasks tend to involve internal HR in strategic planning. That is a pattern we observe as well, and it is a successful model for business development. Miller goes on to state various vital contributions HR can make to strategic planning: retention, work/life, health, safety and security programs and success planning.
People love rhythm in the midst of change and chaos. Let’s face it: most of us are paddling as hard as possible to keep up with all of the internal and external demands of business. Creating a simple feedback rhythm with our people can make all of the difference in gaining credibility as their leader, and it doesn’t need to take a lot of time. First, we must change our mindset so the rhythm can flow in a new open space for feedback.
We’ve all been watching the unemployment numbers rise over the past two years, and we may even feel like they have reached a plateau. We’ve seen factories close and jobs move overseas. While such events are painful in the short-term, they’re potentially disastrous in the long-term.
Both have earned reputations for their firebrand, disciplinarian, and controlling coaching styles.
Both are also examples that teach us about personal uniqueness and leadership:
- Good leaders are never too old to learn, to listen to feedback, to be introspective, and to adapt in order to best lead.
- Leadership involves buy-in. If you’re leading and no one is following, then you’re not actually leading. You need involvement and interaction. Be a strong leader, but be human.
- There is no cookie cutter leadership style. Authentic leadership must be a reflection of who we truly are - and that style must also be able to adapt to the team’s needs.
- Leadership involves loyalty and care.
What are some effective leaders or style you’ve found helpful? What are some ways you’ve adjusted your own leadership approach to better lead your team?
Economically speaking, times are tough. No surprise there, right? Well, if you keep one eye on your company’s sales performance and the other on the financial bottom line, you’re overlooking your greatest asset: your employees.
It’s tempting to focus attention on technology, materials, and processes to manage costs and gain efficiencies. While those are certainly important, it is your people that actually run technology, acquire materials, and initiate processes. You can have the best resources in your industry, yet without the right people operating and managing your resources, your efficiencies and productivity will be compromised. The time you spend developing your people can be the solution to ultimate cost savings and efficiency. We propose that your next quarter, or even makeover this next year, should focus on developing your people to be more effective than ever. Think longer-term. Think employee performance.