Articles tagged "Leadership Accountability"
One of my favorite thoughts for inspiration is by Jim Cathcart:
"How would the person I'd like to be do the thing I'm about to do?"
Whenever I ask myself that question, I usually ratchet up what I'm going to do a notch or two - and the result is usually much better than if I'd done "just enough" to get by.
I recently worked with a client I've supported on and off for years. They've always been a great client to work with because I invariably learn something from them. I am also routinely impressed with their willingness to push themselves to expect more of themselves than their competitors. However, during this most recent project, things were different. A few people have left and a few people have joined the team and things are different. Longer term managers behaved differently than I'd ever seen them behave before. New managers behaved in ways different from what had ever been demonstrated before. And "different" in each of these cases wasn't good. Different was tactical not strategic. Different was many of the managers saying,"We can't do anything." Different was more in line with what their competitors do.
In talking with the executive team about the differences, I was told cash flow is tight, they're being asked to do more with less, and the future is a big question mark. My not-so-diplomatic response was: "Join the club. We're all under pressure. We all have cash flow concerns, need to do more with less, and face an uncertain future. However, we won't have a future if we no longer provide the level of service, anticipate our customers' needs, and extend the quality of products our customers expect and deserve. If we start operating below our own standards, why do we deserve our customers' business?" The answer is obviously, "We don't."
That's much easier to say than to do when our current business models are being challenged. However, we need to remember what allowed us to earn our customers' trust and business in the first place. Why did they choose us before and what will it take for them to continue to choose us in the future? If we are without a doubt an organization they will want to continue or start to do business with going forward, we'll be able to meet their needs and ours as well. But we need to live up to our own standards in tough times as well as in the good times to provide this assurance to our customers.
So, are you the kind of organization you need to be? If not, why not? Your customers are waiting for your answer.
Copyright MMIX - Liz Weber, CMC, CSP - Weber Business Services, LLC – www.WBSLLC.com +1.717.597.8890
Liz supports clients with strategic and succession planning, as well as leadership training and executive coaching. Learn more about me on LinkedIn!
It’s been an incredibly busy time for my team and I recently as several clients are at some phase of their strategic planning efforts. Either they are gearing up for their planning retreats, they are working to implement their new plans, or they are identifying areas of their current plans that need modification. No matter which phase they are operating in, there is excitement, anxiousness, and yes, confusion. And, most of the excitement, anxiousness, and confusion are caused by the leaders. Follow the Pick Pace Perform method for a maximum impact.
In facilitating a client’s strategic planning retreat recently, one the the board members, known for having a healthy ego, kept pushing for a legacy event that would carry his name. This board member was more concerned with having his name on something than on developing or providing a valuable service to their members. As he started to pressure others to support his wishes, I asked, “What’s a greater legacy: Developing the one-time event you’ve been discussing — or — creating a program that will help drive your organization forward while benefiting thousands over the next several years?” No one needed much time to identify the answer.
As I finished a client’s strategy session report this morning, I kept thinking about how the CEO has changed over the past five years since we last worked together. He’s still brilliant, tenacious, out-spoken, aggressive, driven, blunt, and not politically correct -- Can you see why I like him? Yet he’s changed. He’s no longer afraid to laugh. And that change has caused a huge shift in how he and his senior staff interact, plan, work, produce, profit, and succeed.
In this Pivotal Women episode, I'm interviewed by Lauran Star about The Art of Leadership.
Learn more about the journey of leadership - what it means and how to step up your game today on Pivotal Women!
The portion of the audio where I'm interviewed begins at 8:30 and lasts 30 minutes. Click ➤ to start the interview.
In this interview we touch on issues such as: