Last week I wrote that No Trust = Poor Decisions, a topic that has led me to ask “Can you have trust without purpose?” Without a clear sense of purpose, your team is asking “Why am I here?”. “What is it all for?”. The Vision and Mission statements in your strategic plan aren’t enough to
Great decisions don’t happen in isolation. They’re made by teams that trust one another, share a purpose, and value creativity. Yet, in many organisations, we still celebrate the individual hero – the one who ‘makes the big calls’. The reality? It’s usually a connected, aligned team that drives great decision making rather than one person.
The share market, government ministers … pretty much any stakeholder doesn’t like surprises, except of course if they are a nice surprise. Consequently, your Board is the same and this is why there is value in well thought through good quality predictions. When reporting to the Board on progress against your strategic plan, there is
Whether you’re a CEO, CFO, Head of HR, or in any strategic advisory role, your job is to guide, not control. If that doesn’t sit right with you, you might want to revisit an earlier blog I wrote. Once you accept that your role is to guide, the next question is: “How should I guide?”
I think it’s appropriate that, by chance, my 400th blog is about workshopping. Facilitating board, executive, and team workshops is my favourite part of what I do. It’s challenging, always incredibly interesting, and rewarding as I help others draw conclusions from their deliberations. Whether you call it a risk workshop or a strategy implementation workshop,