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| Not So Fast: Leverage Your Expertise with Care
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| If you’re an experienced leader, the most common temptation is to directly overlay your expertise into a new context. While bringing your ‘A game’ to the table is important, it’s critical to suspend your assumptions about how best to apply that same expertise in new situations. To be truly effective, you need to ask a few key questions before diving right into the opportunity or challenge.
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Recently, I had the opportunity to work with several highly motivated board members as part of a review process for an experienced senior leader. My engagement involved the collection of key stakeholder feedback regarding the executive’s leadership presence and effectiveness.
Leading the board task force was the new board chair, an individual with a stellar track record of professional success over many years in several high-profile roles. This was, however, her first in-depth encounter with this industry, despite having held senior leadership and board roles in other business sectors.
My assumption, when the project got underway, was that the experienced board chair might have some fairly established perspectives in terms of how best to navigate the process. Prepared as I was for some resistance to my ideas, and with my ‘crash helmet’ in place, my first meeting with this individual was quite a surprise.
Instead of the resistance I anticipated, I encountered someone who had the wisdom to realize that a different context may require.... (cont'd) |
| | | | Around The Web: Noteworthy News & Research
Seven Ways Leaders Can Prepare for Post-Pandemic Times
Which companies will be in better shape when the economy turns a corner? What are the variables senior executives need to keep in mind to navigate through this crisis? What should they pay attention to and what should they ignore? This blog outlines several practical steps leaders can take to emerge in a position of strength when economic conditions improve.
Read full article »
3 Things You’re Getting Wrong About Organizational Change
Approximately 75% of transformation efforts don’t deliver the hoped-for results, according to global consulting firm BCG. Small wonder, then, that companies don’t seem to stay successful for very long anymore. This suggests that there’s something profoundly wrong with some of our basic assumptions about how change works. Unfortunately, many of our change failures come from three very basic, ingrained assumptions about what works. It’s by flipping these assumptions that we get meaningful results. |
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