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.
This post draws parallels between ocean currents and human behavior, suggesting that just as deep currents shape the surface waves, underlying beliefs drive visible behaviors. These beliefs, though often unseen, influence actions and decisions in the workplace, making it essential for leaders to uncover and address them rather than merely focusing on surface behaviors. By engaging in meaningful belief discussions, leaders can guide behavior changes, much like oceanographers study currents to predict and influence ocean movements.
The "Disgruntled" stage in a follower’s development mirrors the secondary growth phase of plants, where individuals become experienced but may harbor negative attitudes and exhibit inconsistent behavior. These team members often have high aptitude but are susceptible to negativity, which can impact both their performance and the morale of others. Leaders must address these behaviors through open communication, setting clear expectations, and providing opportunities for growth to help them re-engage positively with the organization.
Effective listening is essential for successful facilitation. This involves techniques like paraphrasing, asking open-ended questions, and synthesizing ideas. Skilled facilitators also track opinions, engagement levels, and group feedback. Here is your go-to script to handle many items you might run into as a facilitator.
I have to be honest, and you may not believe me, but this is one of the hardest skills I am in the works of learning. Perhaps it's my 8-person family, puritan upbringing, and as a middle child I just went along with what the group wanted, but assertiveness has never been a strength of mine. I believe in a give, give, give, ask method of forward movement (in marketing, sales, strategy, people, etc.), however sometimes I recognize the ask has to come a little bit sooner. Assertiveness is not being tough or arrogant. It’s actually a very humble and thoughtful dance. It is recognizing that we have value and we sometimes need to put up boundaries for others to recognize our value.
As I continue to travel around and see various businesses and organizations trying to get the edge on their competition or the market, I’m still astonished at the lack of basics from our leaders. Don’t get me wrong, the basics are hard. And, sometimes they’re not hot or new. And, so they are rarely discussed (even though some of them have been around for years) and barely used. However, they are time-tested and worth consideration. Forget the the 2019 leadership buzzwords and try some of these concepts as you develop your leadership.
