Meg’s leadership team produced acceptable results in their respective areas of accountability. But they did not have much interest in each other’s challenges, as they scrambled to meet their own KPIs. Meg knew that if they were aligned on a vision for the group, that they could produce game-changing results. She had her own vision but was reluctant to prescribe it from on high. She had seen too many change initiatives stall because leadership teams had not bought in to a predetermined vision and strategy. … Read more
Most of us struggle to articulate the value we bring to our organisation. Our employment history usually points to our technical knowledge and skills. Maybe it was in systems development or cyber security, large scale projects, or perhaps data and analytics. But whilst your knowledge and skills are good starting points for defining your value, that is not sufficient for a leadership role. Your value as a leader needs to also include the transferable strength that has supported you throughout your career and more than likely, in your life in general.
However, most of us cannot clearly convey our strength and therefore the value we bring.… Read more
Gary* always said thank you when I delivered something that I had promised him. Whether it was a simple report or a complex recommendation, it did not matter. He always made sure to thank me, not just in a cursory way, but to make sure that I had really received his appreciation for my work.
Even if there was something that he wanted to change, it was easy to address it because of his acknowledgement and appreciation.… Read more
“The problem is with Accounts,” I said. It was early in my career and I was telling my boss why our purchasing proposal was stalled. I was worked up about how ‘Accounts’ were making our life difficult. He asked me a couple of times who the problem was with, but I was not listening. Finally, in exasperation he asked, “But who? What is their name?” “Oh, it’s Bill,” I responded. “Right, let’s think about Bill and what he wants,” my boss said.… Read more
Each of us is a business of one, whether you are a business owner or work for an employer. In the book, Business Model You, the authors Tim Clark, Alexander Osterwalder and Yves Pigneur make the point that we need a personal business model in much the same way as a company does. Our personal version needs to be continually reinvented, just as any business does, as the environment changes.
A key component of a good business model is the value proposition that the business provides.… Read more