Do you have employees that carry stress home? Their lives literally depend on the organizational culture and leadership style you choose to adopt. You can make a huge difference to the happiness and balance in your peoples' lives. Do you have employees that thrive at home and at work? Their lives literally depend on healthy organizational behaviour and company culture on the job. Want more from your career and life?
It was great to hear Dr. Mohan S. Sodhi speak at the Alliance Pipeline Seminar "Supply Chain 3.0 and the Search for Performance" on Friday.
Fantastic to meet and have conversations with Professor Sodhi, my friend (and Co-Author) Jaydeep Balakrishnan, Shawn Baker, Fernando Torres and many more. Dr. Sodhi (whose work you'll find in the Sloan management review and the Harvard Business Review) nailed home the point that organizations can incur an incredible loss if they fail to deal with supply chain challenges at the appropriate 'level' (operational, supply chain, social.) The analogs presented demonstrated the effect of failing to have an appropriate response when a threat materializes. I left with the feeling that this risk will become increasingly relevant if organizations go insular on increasingly public social issues, or go to social media to justify poor internal decisions or quality issues. We've seen disastrous of this mismatch when Airlines, Automobile Manufacturers, Technology and Government deal with mistakes that harm stakeholders. I found the learnings extended far beyond supply chain; being equally valuable for governance and regulatory, and safety teams to consider. A big thanks to Alliance and the Haskayne School of Business CASL for putting on this excellent series. I hope this gives more perspective on what Calgary is experiencing. I hope you'll consider joining our community and engaging in more leadership conversations that matter.
Best, Tim Aiming for a step-change in performance in 2019? Start now!
Don’t let a plodding strategic planning process suck time and energy from your team, and set the wrong tone for the next year. You’ve got a lot riding on your 2019 plan; let's set the bar higher! Here are three tactics that you can use to create a breakthrough in the quality and impact of your 2019 planning efforts. By no means a complete list, I hope this offers a glimpse into how you could be settling for a sub-optimal planning cycle in your business, and what you can do about it.
2019 is almost here. Will this be the year where you decide to become a high-performance team? You can do it! Tim Sweet A FREE TOOL TO HELP YOU: Use the TWE Big5 checklist to consider high-performance for your team and how to get there. 5 simple questions that help you get real, get together, get moving on performance! Aiming for a step-change in performance in 2019?
If you're looking to avoid tired, plodding planning sessions where attendees disconnect and stare at their phones, then let's set the bar higher. For 2019, take you strategic off-sites from boring to breakthrough! Please contact me if you'd like to explore the advantages a TWE High-Performance Offsite can give your team! Best, Tim Want to start taking action? Get Moving Here.Insight can come from the most mundane tasks.
As photographer and author Chris Orwig said in his TEDx Talk, Finding the Magnificent in the Mundane, “beauty can be found in unexpected places… by savoring the moments in life.” The other day I paused while cleaning my blender and found meaning in a simple act - a metaphor which crystallized my thinking on an aspect of sustaining dramatic improvements in performance. It’s always more efficient to "clean-as-you-go." Click the pic to take the survey!
A great fighter can take a punch (or hundreds), and choose to keep going. If you are in business today, you’ve likely had to take more than a few big hits lately. If you find yourself reeling - consider what it takes for a champion to stay on his feet and come back for more. George Foreman said, “Boxing is like jazz. The better it is, the less people appreciate it.” The Sweet Science represents the importance of a winning process, staying engaged, being resilient, and finding support for success. 1: Physical and Mental Readiness is a result of a Conditioning ProcessTop boxers are conditioned to perform at the very limit of their potential. Their readiness is the result of an efficient and effective process that has stood the test of time.
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“Accursed creator! Why did you form a monster so hideous that even you turned from me in disgust?”
― Mary Wollstonecraft Shelley, Frankenstein I'm going to go out on a limb here. I'll bet you've worked on (or are working on) a team that is an amalgam of previous groups. Teams are consolidated to save money. Teams are orphaned if they lose a leader. Teams are shuffled to energize a strategy. All of these may be valid but can result in inefficiency if we don't concern ourselves with what happens after assembly. If we stitch together teams hastily and then abandon them with no sense of self, we run the risk of that team malfunctioning. Crews struggling with identity issues are never a pretty sight. This creation may even loose the best qualities of its members. Thrown into chaos, plagued by power struggles between cliques, and dealing with clashes of values, these teams start to flail wildly and can cause a lot of damage in the process of finding themselves. When this happens we leaders can become disheartened and find ourselves writing off these problem-children. And this just compounds the problem. If you are in the process of reanimating your organization through the formation of new teams from old, make sure you take the time to give them purpose. Otherwise, you may be setting yourself up for disaster. Check out what it means to GET TEAMS TOGETHER with TWE>> Best, Tim "I could no longer doubt the doom prepared for me by monkish ingenuity in torture."
- Edgar Alan Poe Are Teams going back to their "old ways"? Are groups holding on to previous behaviors and processes with a death-grip? If you're a change leader, it's not their problem; it's yours. When change-efforts starts to fizzle, stakeholders have taken what info they have, connected the dots and decided that the change is doomed. And who can blame them? They have a job to do. Commonly when this happens, leaders crank-up the hype and spin can keep the transformation going. But "rah-rah" sessions won't save it. Results are what count. Resentment and dissolution among will become contagious and commonplace if the project pendulums between promises of innovation followed by excuses and reversal, followed by innovation, followed by reversal, innovation, reversal... and so on. Get good at sharing REALITY. Give stakeholders clear signs that you are making steady progress and momentum towards your promised outcomes. This way, even set-backs, and mistakes can be used as propellants and seen as lessons that help you go forward with more clarity. <<Previous Check out what it means to GET MOMENTUM with TWE>> Happy Halloween, Tim Employees having trouble thinking outside the box?
Are you Having trouble thinking inside a box? Small offices can still be jammed-full of inspiration. Large spaces can be vacuous and devoid of spirit. Cubical walls can be high and isolating. Office doors can be always-open, inviting others to lean in an share what's on their mind. I ask leaders to look less nature of a workspace and more at the "walls" that are present (visible and invisible). Offices, cubicles or open-concept spaces are not determinants of the creativity and connection present in a team - Design can help, but it won't counter a culture that inspires isolation and whispers. It's interesting that many organizations still focus (and reward) on personal performance and productivity, while we try to engineer team connection. Shouldn't team connection and be included in assessments? And if we're going to create spaces for teams, we have to ensure that our culture and incentive programs likewise adapt to inspire connections between people, collisions of thought and space for creativity. <<Previous Checkout what it means to GET CREATIVE with TWE>> Best, Tim |
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