Breaking Free from Analysis Paralysis

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Do you struggle to get things done because you overthink your work? Try these three tips to overcome “analysis paralysis.”

Many times I’ve heard it said that perfect is the enemy of done. A big barrier to executing initiatives is analysis paralysis. The team gets bogged down on proving their case is 100% accurate and risk-free before they act. That slows down execution and leads to missed opportunities. By understanding the risks you face and making appropriate trade-offs between timeliness and accuracy effects, you can speed up execution and break through analysis paralysis. Read more

Surge or Die

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lightning

Leaders need to be prepared for sudden changes that affect their organizations.

Today’s post is by Dr. Michael Waters, author of The Power of Surge (CLICK HERE to get your copy).

If you are a leader and you don’t have surge gear, then guess what? You might not be a leader for long. If you lack the wherewithal to move your business from its normal mode of operation to one that is turbocharged, then you’ve no way of responding effectively to either sudden problems that could send you into a tailspin or unexpected opportunities that could send you rocketing. Read more

Extreme Responsibility

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Sometimes a simple change in perspective is all it takes to empower ourselves.

Today’s post is by Kristen Cox, author of Stop Decorating The Fish: Which Solutions to Ignore and Which Problems Really Matter (CLICK HERE to get your copy).

“I want to change the world” is a common declaration among passionate professionals. Early in my career, this desire also drove me. But as enticing as this statement is, it actually assumes that success—and failure—is contingent upon changing others. Although trying to change others may seem like a “power move,” when we, as managers, focus on other people rather than ourselves, we relinquish our power to create real change. Extreme responsibility, on the other hand, shifts power back to management—where it belongs. Read more

The Future is Watching: What Will You Do?

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One year into the global pandemic, discover the three specific changes in your leadership role needed to create the future of work.

Today’s post is by Bill Jensen, author of The Day Tomorrow Said No: The Discovery That Forever Changed the Future and How We Work (CLICK HERE to get your copy).

This is a unique moment in history. Each and every one of us has a part in what happens next.

For far too long, our systems have been designed to leave too many people behind. Now the pandemic is giving us a do-over moment. Read more

Manage to Meet Your Customers’ Needs

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As customers’ needs become more diverse, the managers of the future must adapt to meet their demands.

Today’s post is by Jonathan Byrnes, author of CHOOSE YOUR CUSTOMER: How to Compete Against the Digital Giants and Thrive (CLICK HERE to get your copy).

Managing at the right level is the most important element in effective management in the Age of Diverse Markets. This is a huge change. In the prior mass markets era, companies had homogeneous markets, so they needed to plan and coordinate only at the executive level, with the rest of the company’s managers focusing on their respective functional specialties. Today’s markets are rapidly becoming highly fragmented, reflecting diverse customer needs. This requires a much more decentralized set of management structures and processes, which strongly affects managers at all levels of a company’s organization. Read more

What Makes a Presentation Unsuccessful?

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presentation

Do you struggle to get your ideas approved? Follow the structured thought process to create better presentations.

When you have a recommendation you’re trying to get approved within your organization, there are going to be a lot of stakeholders you have to get your idea in front of. You’ll have to put it in front of your manager, maybe their boss, a director, and some vice presidents. Some of your ideas may even go all the way up to the C-suite. There’s something I like to call Figliuolo’s Law, which states:

“An individual’s annual compensation is inversely proportional to the number of slides they can look at before they have a stroke.”

I’ve worked with a CEO who said, “If it has a staple, I won’t read it.” I worked closely with another CEO and we went in to present. The other team went to present first. He picked up their presentation, he felt it for heft, and it was about 25 pages long. He threw it across the room and said, Read more

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