The Empowered Buisness

DECEMBER 8, 2015

Example: I want to start my day with a plan and am currently starting my day with a plan. Incorporate these opposites into the last quadrant (want/don’t have). Upper Right Quadrant: What you want and have. These are the things you want to keep/preserve. Upper Left Quadrant: What you want yet don’t have. These are your desires.

Leadership 100

Leadership Goal Energy Stress 100

The Empowered Buisness

OCTOBER 1, 2013

I also include a more comprehensive set of important factors, when working with leaders, such as: critical success factors; connection to company goals, resources needed; shared vs. sole responsibility; action plan; and what factors could derail achieving the outcomes. Hire for attitude and motivation; teach the skills.

Development 141

Development Self-aware Motivation Herzberg 141

The Empowered Buisness

NOVEMBER 3, 2013

If not, what is your development plan to raise the bar for that leader? Questions to ask yourself: What are the criteria, traits and attitudes that differentiate an “A” player from a “B” and “C” player for each role in your organization? Is every leader on your team performing at an “A” level?

CEO 109

CEO Skills Learning-by-Doing Process 109

The Empowered Buisness

JULY 6, 2015

So we couldn’t afford to go on a Mediterranean cruise we planned.”. It’s a good story: “we really want at least a 10% return, so we can go on a Mediterranean cruise this fall.”. It’s a bad story: “The last guy who managed our money lost 40% of our portfolio. Now you know exactly what type of decision-maker you’re speaking to.

Motivation 100

Motivation How To Kaplan Automotive 100

The Empowered Buisness

JUNE 4, 2014

They are reflected in your goals, plans, actions and decisions. Knowing how each type effects you and your organization is crucial to the change process. Beliefs about Cause. We all have beliefs about cause. Beliefs about cause are implied in the form … “X” causes “y.” Let’s take a look at examples. What do you believe ….

Leadership 155

Leadership Goal Learning-by-Doing Workshop 155

The Empowered Buisness

JANUARY 26, 2016

Unconscious, unchallenged (and often erroneous) assumptions driving your goals and strategic plan. Tolerating (and rationalizing away) mediocre or poor performance. Avoiding conflicts and tough conversations. Being overly optimistic. Environmental/external blind spots. Missing emerging market trends and opportunities.

BHAG 100

BHAG Leadership Goal Motivation 100

The Empowered Buisness

JULY 14, 2015

A high Evolution score is typical of high performing leaders and indicates a motivation for planned, incremental change. This is one of three patterns that relates to a leader’s relationship with change. The Evolution pattern is synonymous with “continuous improvement.”. The other 2 change patterns are Sameness and Differences.

Motivation 100

Motivation Leadership McClelland Long-term 100

The Empowered Buisness

MAY 6, 2014

Such strategies require you to figure in advance how you will deal with obstacles and make a plan for dealing with such obstacles. “What if” strategies are critical for both strengthening and conserving your leadership willpower. 5. Ask Bigger Questions to Unleash Motivation.

Leadership 144

Leadership Short-term Motivation Long-term 144

The Empowered Buisness

OCTOBER 20, 2015

If you are like most leaders, you use a top-down approach in planning or envisioning your future. What if … with your next strategic plan, you instead take a bottoms up approach, using the holographic principle? competencies or efficiencies) and made that the focus of your strategic plan? Let’s look at 2 examples.

P&L 100

P&L Strategic Planning Mission Statement Game Theory 100

The Empowered Buisness

FEBRUARY 3, 2014

For these leaders, their cause transcends goals and plans. A well-thought out plan? Her tenacity to lead from guts resulted in a history-altering movement. Gutsy leaders know and commit to the driving “cause” of their organization. It is visceral. Their cause becomes an unwavering heroic crusade. Minimizing risks?

Organization 144

Organization Follow-up Resistance Learning-by-Doing 144

The Empowered Buisness

DECEMBER 2, 2013

Vision statements, mission statements and strategic plans in many companies reduce to mere academic exercises with no real value in driving an organization forward. The best use of an executive retreat at this time of the year is to look at alignment issues and your plan for eliminating them. Let’s take a look.

Leadership 113

Leadership Long-term Short-term Mission Statement 113

The Empowered Buisness

NOVEMBER 29, 2013

EXECUTING YOUR PLAN & ACHIEVING RESULTS. The leaders in the book share a common vision: They see business as a heroic cause and understand that good leadership isn’t a matter of position, but of influence. Unconventional wisdom for unconventional times. Execution: The Discipline of Getting Things Done (2011 edition).

Books 113

Books Leadership Open-book Learning-by-Doing 113