New Year’s Resolutions are often the bane of people’s existence: they set some goals, have great intentions, but don’t gain traction.
I often work with clients to set strategic personal and business goals and put in place the mechanisms and resources to achieve them. As a sample of this process, I have a pdf eBook available that you can obtain here on my site, The Lamplighter Guide to A Great New Year. You may already have a copy. It’s a great process that I devised for setting important, meaningful goals – and achieving them.
Michael Hyatt, however, has just opened enrolment to his 2017 Course of 5 Days to Your Best Year Ever. If you’re looking for an online course that can help you set great goals, you honestly can’t get better than this. It’s like my eBook amped with Olympic-level drug enhancement and supported by Russian hackers. (Just kidding about the hackers – there is no evidence they were involved.)
I was meeting with the CEO of a very successful publicly listed Company, who said he’d taken about 15 months to turn the culture of his business around from bureaucratic to collaborative, and that has slowed down growth and innovation.
It’s a big company and he had a big job to do, but when I work with organisations and leaders, we aim to turn the direction of organisational cultures around within 3-6 months – quicker if we have the necessary qualitative data and conditions (most quantitative data is often shallow and insufficient to the cultural change process – it’s over-rated).
When I work with executives, business owners and leaders, we often have to reset how they approach the New Year. And, yes, we are approaching 2017 really fast!
Best-selling author Michael Hyatt, who has an outrageously successful online business coaching thought leaders, entrepreneurs and online producers, has an extensive network with some of the US’s best-known leaders and coaches.
It was a great night presenting at the Rotary Club of Joondalup last night, speaking about how extraordinary leadership is enabled through a heart for, and practise of, service. It was a privilege to meet with the many members, business and community leaders with long-standing commitments to service towards communities here and abroad. We had stimulating and enlightening discussion during the meeting and an enjoyable dinner afterwards to top it off.
I’m pleased I was able to serve these people serving their communities.
Thank you for the invitation to speak to you all. I look forward to the next opportunity.
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My apologies for any inconveniences in the meantime.
Strategy is often inhibited by fallacies in thinking. One of the greatest of these is the either/or fallacy. This informs the mindset that when presented with two apparent options, one must choose one or the other and that they are mutually exclusive.
The problem with this kind of thinking – while this may be useful for particular commitments – is that it does not allow for the divergent or even integrated options one may develop. (more…)
Strategic work in organisations needs to recognise the changing business landscape caused by the interaction between our environment, developing technologies, social changes and personal and demographic aspirations in both established (recovering) and developing economies. Therefore, strategy needs to be iterative – for some organisations almost on a daily basis. For individuals and businesses, strategy needs to help us to adapt and decide the play of the day. This strategy will continue to morph through the outcomes of those daily plays and events.
Here are 4 examples I have close knowledge of from my consulting work. These examples range from smaller to very large-scale enterprises, with sometimes difficult lessons to be learned. (more…)
The Strategy Retreat is a favoured exercise amongst the C-Suite and many organisations. It’s not a ‘Strategic Retreat’, mind you (although sometimes one wonders), but an opportunity to focus on the strategy of the firm and develop concrete goals, discuss vision and mission, tactics, values and means for accomplishing objectives. It’s a good concept, but unfortunately strategy retreats often do not correlate with great strategy.
Why don’t strategy retreats create enough good outcomes? What is it about the process that creates distressed strategy?