Articles tagged "Organizational Change"
A CEO called because after two years in his role, his executive team was performing well, but they weren’t ‘gelling.’ Work was getting done, but at times it seemed random and chaotic. Though collegial and highly qualified, his senior team didn’t work well together, and as a result, the work throughout the organization was disjointed and becoming more siloed. “I’ve used Leadership 360s with prior teams in other organizations, and they’ve proven to be a good tool in identifying where we each need to hone our skills,” he said, “I think they can help my current team too.” I assured him they could. But an assessment alone wasn’t going to address his team’s challenges.
The Vice President of Human Resources called. “I need to create a Strategic Workforce Plan for our company, get our leadership team on-board, teach all managers how to do this, and then implement this thing. How do I create this so it makes sense and doesn’t alienate everyone in the process?” That’s a great question, because the key issue is not “How do I do this?” The key issue is, “How do I get the leadership team on-board with me to design, implement, and use this plan to ensure we have a talented and flexible workforce now and in the future?”
I received a call last week from Trent, a senior manager. The executive team is keenly aware their organization lacks leadership depth and they need to act now. Their managers and ‘high-potentials’ have good technical skills, but are not equipped with the skills needed to effectively lead now, much less manage and strategically lead the organization as they want it to be 3, 5, and 10 years from now. So, they’ve initiated a leadership development program. Sounds great so far right? Yeah, I thought so too...
I speak, consult, and coach on leadership so I don't typically comment on awards shows. I also don't typically comment on awards shows because, honestly, I can't stand to watch most of them. I typically only make it through the first award or two and by then I'm tired of the glam, glitz, platitudes, and rambling political or activist comments of the winners. So, I leave the room or turn the channel.
Last week I had one of those conversations with a coaching client I never thought I'd have with an executive. It was something that, I have to admit, immediately caused my blood pressure to spike (I don't tolerate bullies or rudeness). It was something my client didn't like either but he was too close to the situation and had tolerated it because it seemed to be an accepted part of the organization's culture. His colleagues don't respect closed office doors. They walk right in.