Differentiating Strategies shares insight for improving an organization's performance. Whether change management or process improvement, you are not alone.
Are there times when you feel you are just trapped in the weeds? You have strategic and operational meetings on the calendar but do they seem to be taken up by things like formal project reviews that your team knows are coming but treat as if they were surprises? Does it seem like your calendar does not allow room to think?
What is your leadership style? Are you a directive leader? Do you coach? Is mentoring more your style? Are you a hands-off supportive kind of leader? What does directive, coach, mentor or supportive even mean?
Have you had one of those changes where you fully invest in training and workshops because you know this is new and different only to find out that the change took longer and cost more to implement than you had planned? Okay, so a few hardened cynics and pessimists are shaking their head but for many of us that can be a source of frustration and performance robbing drain on our outcomes.
How does your organization experience change? Is it a disruptive force driving business outcomes? Or is it just disruptive? What can leaders do to make change a force for performance improvement?
The words forming, storming, norming and performing are part of the business speak (BS) thrown around every day. But what does this process and what can we do as leaders to use it to help us lead change?
