Our reader poll today asks: How frequently do you update your strategic plan? We refresh more than once per year—13% We update it annually—43% We update every couple of years—19% We rarely refresh it—12% What’s a strategic plan?—13% Regular strategy review. 56% of you are refreshing your strategic plan every year or even more frequently. The world moves rapidly. Priorities change quickly. Investing the time in regular reassessment is highly recommended. Shifting too slowly in response to market changes can put you at an extreme disadvantage you might not recover from. For those of you who don’t have a strategic plan or aren’t updating them regularly, you should be concerned. Even if you aren’t the owner of the strategic plan, you can still push for the organization to review it. Ask your leadership team if you can help lead the review. Offer to do some of the work. The organization you save might be your own! Do you agree with these poll results? Let us know in the comments below! – Mike Figliuolo at thoughtLEADERS, LLC Did you enjoy this post? If so, I highly encourage you to take about 30 seconds to become a regular subscriber to this blog. It’s free, fun, practical, and only a few emails a week (I promise!). SIGN UP HERE to get the thoughtLEADERS blog conveniently delivered right to your inbox!
About Ryan Shaw
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Entries by Ryan Shaw
Victor Prince, thoughtLEADERS Principal, sat down with Jim and Jan of The Leadership Podcast to discuss structured thought and communication. In continuation of our new collaboration with The Leadership Podcast, Victor dives into his explanation on structured thought and communication in this short form “chalk talk.” These chalk talk series are bitesize sessions on a common (but challenging) leadership issue. Victor utilizes a few real-world examples to better define structured thought and communication, or rather to point out situations where we can identify a lack thereof. Jim and Jan ask a few key questions, particularly around why clear communication and structure is so difficult and Victor explains the need most of us feel to really showcase our hard work and the time we’ve spent doing something, instead of focusing on the clear outcome and what we are really looking to communicate. Stay tuned for more of these brief Chalk Talks featuring Victor, as well as many more members of the thoughtLEADERS team.
Fear keeps us from doing a lot of things in our life, but if you can move past that fear and get out of your head, the possibilities become massive. Today’s post is by John Murphy, author of Agent of Change (CLICK HERE to get your copy). It was 1988 and I was suddenly unemployed. My position was being eliminated due to an acquisition. I was 28 years old and the sole breadwinner for my growing family. My wife was pregnant with our second child and we had very little savings. What should I do? Logic suggested I polish up my resume and start interviewing for a similar job, head of human resources. Surely, with my credentials I could find something decent. I was also given a reasonable severance package, so I had a few months to figure things out. No need to panic. That’s when creativity and innovation kicked in. Questions like What if, Why, and Why not started rolling around in my head, pushing logic aside. What if I do something different? What if I start my own consulting company? What if I figure out a way to be my own boss? Why do this? And, why not do it? Little did I know that these questions would spark a new, life-changing career for me. Of course, fear kicked in too. I now think of these fears and doubts as the “Yeah, buts.” Yeah, but you don’t have any money to get started. Yeah, but you have a family to take care of. Yeah, but you don’t know anything about consulting. Yeah, but you don’t have any advanced degrees or credibility. Yeah, but you’re only 28 years old. Who is going to take you seriously as a consultant? I gave these “Yeah, buts” a lot of thought. On […]
Our reader poll today asks: What portion of your time do you work from home? 100%: 7.6% 75-99%: 8.2% 50-74%: 5.4% 25-49%: 8.2% 1-25%: 54.7% 0%: 15.8% Time from home. 85% of you spend a decent amount of time working from home. Only a small portion go to the office every day. As an employee, be sure your home environment is conducive to being productive and actively manage staying connected with your office coworkers. It can be easy to leave people off meeting invites or forget to check in with them when they’re out of sight. If you’re leading a team with remote workers, find ways to involve them in team events and conversations. This takes deliberate effort on your part. Team members who feel disconnected find it easier to “mail it in” and also have less attachment to your organization. This puts them at higher risk for looking for greener pastures elsewhere. Do you agree with these poll results? Let us know in the comments below! – Mike Figliuolo at thoughtLEADERS, LLC Did you enjoy this post? If so, I highly encourage you to take about 30 seconds to become a regular subscriber to this blog. It’s free, fun, practical, and only a few emails a week (I promise!). SIGN UP HERE to get the thoughtLEADERS blog conveniently delivered right to your inbox!
Victor Prince, thoughtLEADERS Principal, sat down with Jim and Jan of The Leadership Podcast to discuss leading inside the box. In continuation of our new collaboration with The Leadership Podcast, Victor explains what exactly it means to lead inside the box in this short form “chalk talk.” These chalk talk series are bitesize sessions on a common (but challenging) leadership issue. Jim and Jan kick things off asking Victor to explain what it means to lead inside the box, to which Victor explains the need for leaders to adjust and shift their leadership style and format to address the needs of the individuals on the team they are working; that leadership cannot be a one-size-fits-all. Victor goes further to discuss that the “box” analogy is not meant as a limiting factor, but rather, the boxes are positions that everyone finds themselves in over the course of time and how each of those stages/positions requires something different from the leader involved. Stay tuned for more of these brief Chalk Talks featuring Victor, as well as many more members of the thoughtLEADERS team.
Innovation thrives on meaning, but superficial innovation talk can lead to stress and fatigue, and thus less creativity, in a company culture. Today’s post is by Alf Rehn, author of Innovation for the Fatigued (CLICK HERE to get your copy). It is common knowledge that talking the talk is easier than walking the walk. What we still tend to miss is that sometimes, the talk can actually hinder the walk, and in my research I’ve found that this holds particularly true in the field of corporate innovation. Here, excessive and repetitive innovation talk can trigger two issues that are harmful to organizations but have received scant attention: Innovation stress and innovation fatigue. Both can act as powerful barriers to take action on and engage with innovation, yet managers often respond to these by even more innovation talk. This can in turn create a vicious circle, one which can turn an organization’s creative culture toxic. What, then, is innovation fatigue? In brief, it stands for a situation where invocations of innovation and exhortations for involvement with the same no longer creates engagement but rather tedium and tension. As an example, in one major corporation I worked with, a mid-level manager could easily recall at least 12 separate ongoing innovation initiatives in the organization, and when I asked him how many past such he could recall, he gave up after about 20, but insisted that there had been countless more. This was only the initiatives. He could also recall numerous innovation consultants, speeches from top executives about the importance of innovation, and various creativity workshops with “all kinds of silly games”. He grimaced throughout the listing of these.