How To Mitigate The Risks Of Growth

There are two main dangers in growth and one is not taking the risks of growth seriously enough and sort of shooting from the hip and ending up down the path plowing through all of these different problems and risking your brand, risking customer engagement, losing your customer base and finding an inability to grow. That is if you don’t take it too seriously.

On the other hand, taking the risks of growth too seriously to the point of being paralyzed. Holding on so tightly and so fearful of growth that competitors fly past you and eat up what market share you do have while you hold on to a diminishing customer base.

There is however a golden middle between these and it can be navigated very, very well. It takes the preparation, it takes the agility, and it takes the fluidity in order to be able to respond to things as they are happening but have a guide. Have these things thought through in advance. Have swift resolution teams. Do all of these things and then your growth can be truly extraordinary and you can then have the exit or the future that you want.

  1. Find Talented Employees
  2. Increase Global Presence
  3. Manage Cash Flow
  4. Follow Best Practice For Success
  5. Leadership for a Healthy Culture
  6. Invest In Technology
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Why Political Conversations Are So Volatile

I admit that it would be unfair to fire the people working for us without giving them the tools for professional development, so here it goes. The main skill that would vastly improve political communication is cultural agility. Culturally agile leadership is the ability to create highly functioning relationships with anyone anywhere by quickly understanding and adeptly responding to differing cultural assumptions. The recipe is simple:

1. Be curious enough to understand the assumptions and contexts   that other people are working from, without imposing your own personal judgment.

2. Be self-aware about your own cultural biases.

3. Adapt your communication to be relevant to the people you want to communicate with.

This doesn’t mean everyone suddenly agrees on everything. It does, however, infuse communication with a healthy dose of rational humility. This is desperately needed to successfully run an organization that’s the size of the U.S. government.

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2 Steps To Getting Lean Enough To Succeed

There are things that we carry around in our organizations and in our mentality that make things more cumbersome than they need to be. Treat your leadership like you would treat a manufacturing floor and get leaner now. Here’s the two fastest ways to achieve this.

Come out of hiding. 

Many people avoiding sticky issues saying that they like to allow time to let things work out on their own. Sure, that could be a legitimate hands-off leadership approach, but it can also be the mantra of procrastination or worse, avoidance. The problem is that a leader who avoids making decisions is also giving up control. By addressing the issue directly and not avoiding, there was less stress on everyone involved and a better outcome was created.

Move on, even when you’re right. 

Far too often I see leaders get tangled up in pursuing a matter on principle. This can be as tangible as money they’re rightfully owed, or as conceptual as an acknowledgement of error.

In the end, it’s about being right and getting admission from the person who has wronged them. The question is how far they’re willing to win. If the best revenge is living well, then the ultimate loss is being driven by anger, frustration, and bitterness no matter how things turn out in the end.

Letting go of money is certainly a big deal, but bad debt is also the cost of doing business. Tally up the hours spent pursuing it in thought and action, then add that cost to whatever effort you put into earning the money in the first place through your goods and services. It may be a hefty amount.

Now add in the very significant cost of placing your focus on the past instead of the future. You may find that you can make up the bad debt and more by pursuing new business and creating new opportunities. Now the cost of pursuit becomes staggering.

I’m not advocating walking away from a tough situation–that would be avoiding. Instead my message is to fight for a while, then assess the situation pragmatically and move on when the time is right. You’ll definitely feel better and your performance will improve when you let go of old injuries. I’ve never had a client do this and regret giving up being angry too soon. The opposite is far too often the case.

If you’re in this kind of situation now, I recommend doing the following: figure out your ideal outcome; assess the lengths to which you’re willing to pursue it; create a measurement so you know when you’re reached the point of diminishing returns; and if you hit it, then move on.

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6 Steps To Outperforming Your Competition In A Lukewarm Recovery

These are the 6 steps to outperform your competition in this economy:

  1. Be an Agile Leader
  2. Execute a Crystal-Clear Strategy
  3. Leverage New Capital Sources
  4. Hire Aggressively
  5. Boldly Develop Your People
  6. Go Global

When all is said and done, outperforming your competition in the recovery really boils down to four actions.

• Get clear. Develop a crystal-clear strategy and direction that’s integrated into the organization.

• Get moving. Implement the strategy every day at every level of the organization.

• Get better. Lead an organization faced with extreme ambiguity with agility. Accelerate your organizations’ trajectory by hiring and developing the best people.

• Get expansive. Embrace opportunities that may have been overlooked in the past.

This may not be the recovery we hoped for, but it is, nonetheless, rife with opportunity. Will your competition make the most of it? Will you?

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Are You Surrounding Yourself With Fools? (You Should Be.)

The global marketplace is incredibly competitive. The top of the corporate pyramid gets pretty narrow. Generations of authoritative monarchs were enlightened enough to understand the value of Fools, how about you? Take a good look at the people you surround yourself with. Who do you trust to give you the kind of feedback that can shake you to your core and set you on the right track? Who has actually done this for you in the last three months? If you cannot name at least two people, or don’t see the point, then I’m afraid you may be playing yourself as the fool.

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Generating Thought Leadership To Grow Your Career and Company

Being a thought leader makes you a person of interest, whether within your department at your company, within your industry, or on a global level.  How big you think is up to you.  The key is to develop your reputation as the obvious go-to person when people are seeking expertise in your area of leadership.  Doing so will increase your visibility within your organization and potentially within your industry, and as a result, job offers and your job security will both increase. As you develop into a standout expert, ideal clients will flock to your company, having heard others refer to you as a leader in the industry.

To start, consider whether you are already a thought leader. Do you have unique approaches, insight and expertise, preferably gained through experience? Avoid striving for encyclopedic knowledge of your area. Instead, uncover a deep level of expertise that you already have, delve into your insight on improving processes that you are familiar with, or consider something that you already do very well.

To more simply identify your own area of leadership, ask yourself the following questions.  What do your colleagues regularly come to you for?  What do your competitors fear?  Why do your customers buy from you?  What do your fans treasure about you?

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Reclaim Your Effectiveness With One Simple Action

The number one key to executive effectiveness is active self-esteem. We live in a Do-Have-Be world, “I do this work therefore I have this stuff which makes me be this person.” To grow active self-esteem, turn this around.

Appreciate first who you are being: your own qualities, what you like the very most about yourself. Secondly celebrate what it is you do: how you are living your life and the contributions you’re making to the world around you. The result is what you have: the relationships with the people around you, and yes, the stuff you treasure.

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Should You Hire For Skill Or Spirit?

Employee development needs to be included in both strategy creation and execution. There are two main ways to assess people and their development: skills and spirit.

Skills are things that can be trained. A leader can be coached on how to become more influential and engage their team to achieve great results. An employee can be trained technical skills such as engineering, accounting, and marketing that they need to do their jobs really, really well.

Spirit refers to the “soft” skills that can’t be trained effectively. You have to hire for them. These are hard to find but are necessary for a company to function smoothly.

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The Best Of The Best Do These Three Things. Do You?

Ever wonder what it takes to truly become the best of the best? For 100 years? If you’re going to be the best, commit to it–not once a year during strategy formulation or an annual event, but everyday in your culture, hiring and financial decisions.

IBM is a global leader that has soared to great heights and grappled with doomed prospects. As the company celebrated the rare feat of 100 years in business, it may be the strongest it has ever been. The following are three things that every company can learn from IBM to contribute to their own success.

  1. Create a Freak Show – In this case freaks are those rare individuals whose unique insights and approaches create an extraordinary impact and singular working environment.
  2. Cultivate Frustration – Frustration is passion combined with impatience. For a company to grow and evolve at a healthy pace, both elements are paramount.
  3. Commit and recommit and recommit

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Popular Myths About Delegating

Myth:  It’s just faster to do a task myself.

Truth:  This is short-term thinking.  Saying this myth to yourself for any longer than two weeks turns an emergency situation into the status quo that permanently limits growth.  (To be clear, I’m not talking about two weeks as a time. I’m talking two weeks period).

Myth: My employees understand what I want without me really having to tell them.

Truth:  Even a team of unusually gifted psychics wouldn’t get things right 100% of the time.   In a situation like this, the leader usually isn’t clear on the desired outcome from the beginning.  This is setting the team up for failure and can lead to high employee turnover rates.

Myth: My way of doing things is the most productive / best method.

Truth: All employees bring their unique abilities and approach to process that creates the result they’re tasked with.   Good managerial coaching may improve these processes as long as the process belongs to the person tasked with creating the outcome. Successful delegation is about results – *what* is to be accomplished instead of *how* to make it happen.

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