Remote and hybrid work models have reshaped the workplace, with high-performing leaders often excelling due to their autonomy, discipline, and results-oriented approach, while lower-performing employees may struggle without direct supervision. Research, such as the Stanford University study, highlights the benefits of hybrid work, particularly in enhancing productivity and retention, though challenges arise when remote work is poorly managed. The future of work requires organizations to balance flexibility and accountability, fostering environments that empower diverse employees and adapt to changing expectations.
This post explores the critical role of strategic planning and visioning in helping organizations navigate uncertainty and long-term challenges. It emphasizes the importance of staying at a strategic level, resisting the pull toward immediate tactical fixes, and focusing on the pillars that drive success: leadership, innovation, operations, and customer focus. With actionable steps and insights, it provides a framework for crafting meaningful, future-oriented plans that transform strategic dreams into achievable realities.
True innovation exists at the intersection of trust, vulnerability, and constructive conflict. As leaders, our role is to create the conditions for innovation to thrive. That means checking our egos, fostering trust, and modeling vulnerability. It means leaning into conflict, embracing discomfort, and having the courage to confront the most brutal facts of our current reality.
When teaching or coaching emerging leaders, one topic I push hard on is values. Values refer to the fundamental beliefs and guiding principles that define what an individual, organization, or community stands for. These principles act as a moral and operational compass, influencing behavior, decision-making, and culture. They are part of the magic three: mission, vision and values.
Reflecting on the recent election, the Harris campaign's lack of a clear and compelling vision became evident in contrast to Trump’s well-communicated stance, making it challenging for voters to see her future for America. Drawing from the change formula, a successful campaign requires acknowledging dissatisfaction, defining a visionary goal, and setting clear steps toward achieving it—elements that were more apparent in Obama’s 2008 campaign, where “hope and change” aligned with voters' aspirations and activated widespread engagement. Ultimately, the Harris campaign's struggles highlight the need for leaders to craft a vision that resonates powerfully and unites people around a shared purpose, as fear alone can often overshadow hope if it lacks sufficient clarity and preparation.
How do we find our way out of this tunnel of uncertainty and change, or at the very least, learn how to ride the rollercoaster while still continuing to develop business? As Drucker points out, albeit simplistically, if you want to predict what’s ahead, your best bet is to create it. How do we go about creating a model that can handle the chaos of today, react when necessary, and attack with precision and purpose? Here are some thoughts…
Organizations have been in an uproar about the hop-scotching that Millennials do in their career with very little regard for the company. Why? I’ve seen organizations let go of people left and right, level a whole department for a better stockholder return, move people into positions of little power to make them leave. Unemployed workers talk about being angry, sad and confused about the lack of loyalty from the company for all the years the worker had put in. So, why are organizations and managers ‘hurt’ or blindsided when Millennial workers say, “we’re not sticking around for that, good bye.” Isn’t it just the transactional relationship the employer/employee relationship has been built upon?
