Articles tagged "Organizational Change"
Michael Segalla shares great insights into who really has power within an organization. In the May 2010 issue of Harvard Business Review (Find the Real Power in Your Organization), he shares his intriguing, visual mapping tool to determine where the true seats of power reside in an organization -- AND -- what to do about them.
Segalla encourages organizational leaders to access the untapped potential in their young, highly committed managers and to assess and connect with -- as he calls them -- the dangerous high-level deadwood who have the title but not the drive to take action.
As I tell my clients,
"Just because you have the title manager or leader, doesn't mean you can lead."
Leadership potential and power often reside in the most unexpected places.
Copyright MMX Liz Weber, CMC, CSP - Weber Business Services, LLC.
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.
What do you do when your organization’s values mean nothing? Or, worse yet, they’re viewed by your employees with disdain? If you’re smart, you realize it’s time to do some of the hardest work you’ve ever had to do as a leader. If you’re not as bright as you believe you are, you’re not concerned because you’re making money and that’s what matters. Right? Wrong. When your organization’s values mean nothing, it’s one of the clearest signals being sent your way that there are serious flaws in your leadership and your leadership team, your organization’s culture, and your organization’s infrastructure.
When your organization’s values mean nothing to your employees, you’ve failed as a leader on several fronts.
My team and I are working with several clients conducting company and leadership assessments to pinpoint areas for improvement. The assessments are fascinating. The conversations are insightful. The leadership team members are smart, and their desire to improve is impressive. There’s a passion, a dedication, and a yearning to move their organizations forward.
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.