This document outlines 10 key capabilities that business leaders need to succeed in a cluttered market according to a survey of 120 business leaders. The top 3 capabilities are: 1) Managing millennials effectively, 2) Leading by example through actions not just words, and 3) Simplifying complexity in business systems and processes. The document provides strategies for improving in each capability area, and encourages leaders to assess their strengths and weaknesses. Overall it advocates that developing key capabilities will help business leaders cut through the clutter and achieve success.
Heard the phrase a number of times! Right? Ask the successful lot and they'll endorse the view. But why is it that strugglers and new-comers are still questioning the need for an effectively articulated plan for their business?
This slide share is an attempt to highlight the importance of 'Planning', as a strategy for entrepreneurial success. We would love to have readers' inputs on the subject.
Strategic Onboarding is an approach to Talent Onboarding that addresses the long-term needs of
the employee while also addressing the business needs of the organization. It creates a win-win
situation, providing value to both the business and the employee.
It is time to conduct a “reset” exercise and put employee
engagement back in its proper place and perspective. This paper
identifies five areas that our research has shown to be
potentially troublesome for companies - especially in terms of
helping them frame their expectations in the most reasonable,
realistic and productive ways. We have discussed them here to
help you understand the true power of aligning employee drives
and needs with those of your company
Greetings from SIMCON !
Wish you Merry Christmas and Happy New Year !
It gives us immense pleasure to present you December Edition of our monthly newsletter "BEACON".
This issue covers articles on HR consulting (by our SIMSREE student Mr. Avdhoot Patane), IT consulting, book review of 'The Mckinsey Mind', industry related recent news and quiz.
Hope you enjoy reading the newsletter ! Do provide your valuable feedback.
For more updates on consulting industry, keep visiting our FB page.
http://www.facebook.com/SimCon
Trigger Strategies - Brand Influence and Presence - The 3 Keys to the C-Suite...Neil Thornton HBA, MA
A new report for the Human Resource Professionals Association, directed to the Human Resource manager. Brand, Influence and Presence are the 3 keys to success.
Six Steps for a Successful Job Search: Perspectives from an Executive Search ...Spencer Stuart
Tips for how to manage your job search and how to work with an executive search firm. Visit www.spencerstuart.com/research-and-insight for more insights on career development and leadership.
Heard the phrase a number of times! Right? Ask the successful lot and they'll endorse the view. But why is it that strugglers and new-comers are still questioning the need for an effectively articulated plan for their business?
This slide share is an attempt to highlight the importance of 'Planning', as a strategy for entrepreneurial success. We would love to have readers' inputs on the subject.
Strategic Onboarding is an approach to Talent Onboarding that addresses the long-term needs of
the employee while also addressing the business needs of the organization. It creates a win-win
situation, providing value to both the business and the employee.
It is time to conduct a “reset” exercise and put employee
engagement back in its proper place and perspective. This paper
identifies five areas that our research has shown to be
potentially troublesome for companies - especially in terms of
helping them frame their expectations in the most reasonable,
realistic and productive ways. We have discussed them here to
help you understand the true power of aligning employee drives
and needs with those of your company
Greetings from SIMCON !
Wish you Merry Christmas and Happy New Year !
It gives us immense pleasure to present you December Edition of our monthly newsletter "BEACON".
This issue covers articles on HR consulting (by our SIMSREE student Mr. Avdhoot Patane), IT consulting, book review of 'The Mckinsey Mind', industry related recent news and quiz.
Hope you enjoy reading the newsletter ! Do provide your valuable feedback.
For more updates on consulting industry, keep visiting our FB page.
http://www.facebook.com/SimCon
Trigger Strategies - Brand Influence and Presence - The 3 Keys to the C-Suite...Neil Thornton HBA, MA
A new report for the Human Resource Professionals Association, directed to the Human Resource manager. Brand, Influence and Presence are the 3 keys to success.
Six Steps for a Successful Job Search: Perspectives from an Executive Search ...Spencer Stuart
Tips for how to manage your job search and how to work with an executive search firm. Visit www.spencerstuart.com/research-and-insight for more insights on career development and leadership.
Today, only 15% of companies extend their onboarding process beyond 6 months, but 90% of companies believe employees make the decision to stay in their first 12 months. Using this guide, create an effective onboarding strategy that combines tactics with appreciation. You'll find within a 30, 60 and 90 day checklist, as well as, a full onboarding program that extends the onboarding experience to a year.
Thoughts on leadership and how I would like to be assessed in the first 100 daysMayank Banerjee
As all new senior executive hires represent a very significant investment and a major act of trust by the organization I would be expected to hit the ground running. To that end, I have listed my thoughts on leadership, some of the key actions that I would take, and the success metrics that I would want to be assessed on.
What comes to mind when you think of culture?
We see a direct correlation between Performance and the health of your Leadership, Culture and Strategy. In turn, maybe you’ve
heard that culture eats strategy for breakfast - the saying attributed to Peter Drucker. But strategy and culture should be interacting with and reinforcing each other, not just running
alongside each other!
Business Lens is an innovative toolkit designed to give you a comprehensive overview of the most important functional areas and business dimensions in your company. It brings into focus the critical “soft spots” and most powerful "growth enablers" showing you where best to start in order to transform your company. Business Lens reveals the hidden forces you can harness to grow your business.
Businesses are complex structures. The closer you are to your business and the more involved you are in its day-to-day operations, the harder it is to stand back and consider the company as a whole. It is difficult to understand a business from every angle with a high level of granularity.
Business Lens provides a valuable guide to this complex process. By answering a series of structured questions, you are made aware of potential issues in your business and can identify some ‘quick fixes’ to apply right away to push your company to the next level.
Business Lens draws upon an impressive and invaluable body of research. The assessment toolkit uses the latest concepts validated by leading experts in the most relevant fields: growth strategy (Michael Porter, Gary Hamel, Jay Abraham); management (Peter Drucker, Tom Peters, Gary Hamel); marketing (Philip Kotler, David Ogilvy*, Seth Godin); sales (Zig Ziglar, Tom Hopkins, Chet Holmes); leadership (Stephen R. Covey, Ken Blanchard, Tom Peters, Marshall Goldsmith, Robin Sharma); motivation (Daniel Pink, Daniel Goleman); and personal development (Stephen R. Covey*, Anthony Robbins). The instrument also draws on the fundamentals of business developed by classic writers such as Dale Carnegie and Napoleon Hill.
The tool is designed to:
- Give you a structured approach to business and the way it should be viewed and analysed
- Walk you through the essential elements of a business, including the 16 most important functions and dimensions
- Identify where you stand personally and how your organization is positioned today in those areas that can "make or break” a business
- Reveal which areas you should focus on immediately in order to bring significant improvement to your company
- Challenge you to ask yourself important questions about your business
- Arm you with a series of tactics you can adopt in your company, in order to take it to the next level
Why SIMPLE Wins: Escape the Complexity Trap and Get to Work that MattersBizLibrary
Imagine what you could do with the time you spend sitting in meetings and writing emails every day. Complexity is killing companies’ ability to innovate and adapt, and simplicity is fast becoming the competitive advantage of our time.
Drawing on research and themes from her latest book, Why Simple Wins, Lisa Bodell inspires leaders and their teams to proactively move beyond the feelings of frustration and futility that come with so much unproductive work in today’s corporate world, to create a corporate culture where valuable, essential, meaningful work is the norm.
By learning how to eliminate redundancies, communicate with clarity, and make simplification a habit, individuals and companies can begin to recognize which activities are time-sucks and which create lasting value.
Lisa will touch on several key areas to make the case for simplification:
Simplification is a skill that’s available to us all, yet very few leaders use it.
Operating with simplification as a core business model makes economic and ethical sense—for our customers, for our company, and for each other.
Simplicity drives culture, and culture in turn drives employee engagement, customer relations, and overall productivity.
The reality is this:
While organizational complexity is an issue, more often individual complexity is the culprit – we often create the beast that we become slaves to without even realizing it. Using simple stories and techniques, Lisa will show that by using simplicity as an operating principle, we can eliminate the organizational and individual busywork that puts a chokehold on us every day, and instead spend time on the work that matters.
When management opens the books and reveals the financials to the workforce, it is a sign of good faith, entrusting employees with the tools to make business improvements. It is also evidence of a commitment to collaboration, giving employees the broadest and deepest exposure to major changes in the business.
A study into the management research open to CEOs in their first 100 days AND application of several management models with case studies to help. Keynote presentation for memoQfest 2013.
Assessment of The Trophic Status of The Future Buk Bijela HPP Accumulationinventionjournals
Eutrophication is a natural process in which water bodies age, and transit from a low productive condition (oligotrophic) into a high productive condition (eutrophic). In such condition, a majority of organic substances that are produced in surface layers do not completely decompose, but settle on the bottom, where they decompose. An increased (artificial) input of nutrients significantly accelerates this process, disturbing the natural balance between the biomass production and mineralization, where the production considerably multiplies. This can lead to a successful decrease in oxygen concentration on the bottom of an eutrophic lake, and in more inconvenient cases even to an anaerobic condition. This can result in an increase in the concentrations of ammonium, iron, manganese, and other substances, as well as in the occurrence of hydrogen sulphide and methane, which has a negative impact on the quality, both from the aspect of biotope habitat and water usage possibilities.
Today, only 15% of companies extend their onboarding process beyond 6 months, but 90% of companies believe employees make the decision to stay in their first 12 months. Using this guide, create an effective onboarding strategy that combines tactics with appreciation. You'll find within a 30, 60 and 90 day checklist, as well as, a full onboarding program that extends the onboarding experience to a year.
Thoughts on leadership and how I would like to be assessed in the first 100 daysMayank Banerjee
As all new senior executive hires represent a very significant investment and a major act of trust by the organization I would be expected to hit the ground running. To that end, I have listed my thoughts on leadership, some of the key actions that I would take, and the success metrics that I would want to be assessed on.
What comes to mind when you think of culture?
We see a direct correlation between Performance and the health of your Leadership, Culture and Strategy. In turn, maybe you’ve
heard that culture eats strategy for breakfast - the saying attributed to Peter Drucker. But strategy and culture should be interacting with and reinforcing each other, not just running
alongside each other!
Business Lens is an innovative toolkit designed to give you a comprehensive overview of the most important functional areas and business dimensions in your company. It brings into focus the critical “soft spots” and most powerful "growth enablers" showing you where best to start in order to transform your company. Business Lens reveals the hidden forces you can harness to grow your business.
Businesses are complex structures. The closer you are to your business and the more involved you are in its day-to-day operations, the harder it is to stand back and consider the company as a whole. It is difficult to understand a business from every angle with a high level of granularity.
Business Lens provides a valuable guide to this complex process. By answering a series of structured questions, you are made aware of potential issues in your business and can identify some ‘quick fixes’ to apply right away to push your company to the next level.
Business Lens draws upon an impressive and invaluable body of research. The assessment toolkit uses the latest concepts validated by leading experts in the most relevant fields: growth strategy (Michael Porter, Gary Hamel, Jay Abraham); management (Peter Drucker, Tom Peters, Gary Hamel); marketing (Philip Kotler, David Ogilvy*, Seth Godin); sales (Zig Ziglar, Tom Hopkins, Chet Holmes); leadership (Stephen R. Covey, Ken Blanchard, Tom Peters, Marshall Goldsmith, Robin Sharma); motivation (Daniel Pink, Daniel Goleman); and personal development (Stephen R. Covey*, Anthony Robbins). The instrument also draws on the fundamentals of business developed by classic writers such as Dale Carnegie and Napoleon Hill.
The tool is designed to:
- Give you a structured approach to business and the way it should be viewed and analysed
- Walk you through the essential elements of a business, including the 16 most important functions and dimensions
- Identify where you stand personally and how your organization is positioned today in those areas that can "make or break” a business
- Reveal which areas you should focus on immediately in order to bring significant improvement to your company
- Challenge you to ask yourself important questions about your business
- Arm you with a series of tactics you can adopt in your company, in order to take it to the next level
Why SIMPLE Wins: Escape the Complexity Trap and Get to Work that MattersBizLibrary
Imagine what you could do with the time you spend sitting in meetings and writing emails every day. Complexity is killing companies’ ability to innovate and adapt, and simplicity is fast becoming the competitive advantage of our time.
Drawing on research and themes from her latest book, Why Simple Wins, Lisa Bodell inspires leaders and their teams to proactively move beyond the feelings of frustration and futility that come with so much unproductive work in today’s corporate world, to create a corporate culture where valuable, essential, meaningful work is the norm.
By learning how to eliminate redundancies, communicate with clarity, and make simplification a habit, individuals and companies can begin to recognize which activities are time-sucks and which create lasting value.
Lisa will touch on several key areas to make the case for simplification:
Simplification is a skill that’s available to us all, yet very few leaders use it.
Operating with simplification as a core business model makes economic and ethical sense—for our customers, for our company, and for each other.
Simplicity drives culture, and culture in turn drives employee engagement, customer relations, and overall productivity.
The reality is this:
While organizational complexity is an issue, more often individual complexity is the culprit – we often create the beast that we become slaves to without even realizing it. Using simple stories and techniques, Lisa will show that by using simplicity as an operating principle, we can eliminate the organizational and individual busywork that puts a chokehold on us every day, and instead spend time on the work that matters.
When management opens the books and reveals the financials to the workforce, it is a sign of good faith, entrusting employees with the tools to make business improvements. It is also evidence of a commitment to collaboration, giving employees the broadest and deepest exposure to major changes in the business.
A study into the management research open to CEOs in their first 100 days AND application of several management models with case studies to help. Keynote presentation for memoQfest 2013.
Assessment of The Trophic Status of The Future Buk Bijela HPP Accumulationinventionjournals
Eutrophication is a natural process in which water bodies age, and transit from a low productive condition (oligotrophic) into a high productive condition (eutrophic). In such condition, a majority of organic substances that are produced in surface layers do not completely decompose, but settle on the bottom, where they decompose. An increased (artificial) input of nutrients significantly accelerates this process, disturbing the natural balance between the biomass production and mineralization, where the production considerably multiplies. This can lead to a successful decrease in oxygen concentration on the bottom of an eutrophic lake, and in more inconvenient cases even to an anaerobic condition. This can result in an increase in the concentrations of ammonium, iron, manganese, and other substances, as well as in the occurrence of hydrogen sulphide and methane, which has a negative impact on the quality, both from the aspect of biotope habitat and water usage possibilities.
Autopartes, Repuestos y Accesorios de carros en Colombia. ImexpartsAbdel Berra
Comercialización al área de México, Chile, Guatemala, Honduras, El Salvador, Costa Rica, Panamá, Republica Dominicana y Puerto Rico de autopartes producidas en Colombia.
IMEXPARTS C.I.S.A.
Carrera 49 No 141-26
Bogotá, Colombia.
Telefono: +57(1) 258-9725
Movil: +57 320-8340664
URL: www.imexparts.com
E-mail: gerencia@imexparts.com
Presentation for Brick & Click Academic Library Symposium on November 4, 2016, on using online modules built within the SpringShare LibGuides platform for initial student worker training.
Organizations seek to maximize the productivity and profitability of their staff !
Individuals seek satisfaction from their work !
If both can be achieved concurrently , there is a true Win-Win !
The impact of an ‘engaged’ workforce over an ‘unengaged’ one is dramatic
Learnings from Scaling (Businesses), Gunaseelan Radhakrishnan, EntrepreneurLounge47
Learnings from Scaling” imparted the wisdom that great success is within reach if a Startup plans to scale. When the prototype is complete, and the value of the product has been demonstrated to a few customer prospects, it is also the right time to think through scale and more importantly, prepare for it. Key takeaways - 1. Say 'No' more often than “Yes” to keep razor focus 2. Develop a work culture that fosters execution 3. Set aggressive goals, however, be in touch with market forces and rally teams to achieve them 4. Create good process and a flexible organization rather than rely on ad-hoc measures 5. Identify star performers and reward with prominence rather than monetary benefits.
Thinking about launching a hedge fund or looking to grow your fund's assets faster? Find out why some funds raise capital faster than others.
Note: Content is targeted to hedge funds, but the information is applicable to other types of asset managers.
Best practices in recruitment that every company should followKannan G S
Finding great candidates has always been a major challenge. If you are an employer struggling to fill your open job positions with suitable candidates, you’ve come to the right place. Here we discuss about best practices in recruitment that will help you find great candidates easier and faster.
Unleashing Potential: Talent Management and Career Development Strategies for...Vanessa Theoharis
This presentation was shared by Vanessa Theoharis and Julie Ried at the American Marketing Association Higher Education Symposium in November 2022.
The market has gone through a whirlwind of a year, as individuals contemplate the next stages of their career journeys, whether within the organization or elsewhere. As higher education leaders, you have the opportunity to create a workplace environment that will attract top talent, engage your team and motivate individuals to stay.
Bringing best practices from across the field, this presentation includes strategies around employee recruitment, retention, and engagement, specifically for marketing and communications teams.
1. TEN ‘MUST HAVE’CAPABILITIES
FOR A BUSINESS LEADER TO CUT
THROUGH IN A CLUTTERED MARKET
Insights from the Mindshop
2017 Business Leader Survey
2. Table of Contents
About the study 3
Key insights infographic 4
Capability #1 managing Millennials 5
Capability #2 lead by example 6
Capability #3 simplifying complexity 7
Capability #4 rapid prioritisation 8
Capability #5 customer-centric business model 9
Capability #6 be the ‘coach’ in your team 10
Capability #7 challenge strategic plans 11
Capability #8 delegation to an ‘A’ team 12
Capability #9 change strength 13
Capability #10 agility 14
How do you stack up? 15
Conclusion 16
2.
3. 3.
‘Capability,the key to
cutting through in a
crowded market’
About the study
In December 2016 Mindshop surveyed 120 experienced
business leaders and advisors from around the world to
gather their thoughts on the challenges and opportunities
for the year ahead.
The survey gathered information on a range of topics, from
business confidence, strategies, training needs, growth
opportunities and barriers to success.
Analysis of the data has uncovered a wealth of insights
which led to a focus on ten key capabilities which business
leaders will need to succeed in 2017. To allow leaders to
address each of these capabilities, we have injected
strategy suggestions to embed into their business and build
skills in each area.
An overriding theme from the survey results was that
capability will be the key to getting cut through
with customers.
How do you currently rate against each of the 10
capabilities?
At the end of this report you have the opportunity to rate
yourself on each of the key capabilities and use this
information as a guide to manage your priorities for skill
development in 2017.
5. 1.Managing Millennials
Millennials, Gen Y (or people born after 1980 and before
2000) will have a huge part to play in the success of your
business in the future.
Balancing cultural activities to maintain staff engagement
(such as celebrations, skill development and team
building…) versus optimising productivity will be a key to
attracting and retaining great staff from this generation.
Work / life balance and integration via technology tools is
an important consideration for this group, employees will
expect flexible work hours and locations as standard
options from employers. An employer who’s values and
ethics align with their own will also be important to this
group who will seek the freedom to have control over
their own destiny and the opportunity to express and
evolve their ideas.
Strategy ideas
1. Recruit the right people in the first place that are
a fit for the culture and core values for your
organisation. The skills and qualifications of the
candidate is only one component of the decision
matrix you should apply when hiring.
2. Regular communication and collaboration via
daily stand-up meetings, weekly strategy updates
to the team and using social media tools for just-
in-time collaboration and chat between the team
will help Millennials feel more engaged and
connected with the organisations goals
and strategies.
5.
TEN ‘MUST HAVE’ CAPABILITIES FOR BUSINESS LEADERS TO CUT THROUGH IN A CLUTTERED MARKET
#1
Improving management &
leadership skills was the
number one growth
acceleration strategy
identified by business
leaders for 2017
Survey Insight #1
6. 2.Lead by example
Demonstrate strong leadership by actively embodying the
traits and values you want your staff to emulate. Doing
rather than simply talking will lead to direct commercial
results through improved employee engagement and
productivity. Be open to learning and adapting. Here are
some ideas in which you can lead by example:
1. Create trust by delegating, being truthful and
avoiding blaming others
2. Encourage an atmosphere where making mistakes
as a path to learning is encouraged
3. Open dialogue; listening and learning from others
in a respectful manner
4. Display balance in your work and life
5. Achieve commercial success and stated goals
32
% of business leaders
surveyed identified
leadership skills in the top 3
capabilities in which they
needed to invest time
in 2017.
Strategy ideas
1. Be visible by walking the halls, spending time
with team members to discuss issues and
opportunities. Too often leaders are heard but
not seen.
2. Articulate what constitutes demonstrating the
core values of the company and audit yourself on
whether you are demonstrating those traits
weekly. If for example ‘continuous learning’ is a
core value and the leadership are not embodying
that trait then why would the team?
3. Set clear KPI’s and under promise and over
deliver on achieving those for yourself and the
team. Show humility and a focus on continuous
improvement to demonstrate to the team you are
prepared to adapt behaviours as and when needed.
6.
Survey Insight #2
TEN ‘MUST HAVE’ CAPABILITIES FOR BUSINESS LEADERS TO CUT THROUGH IN A CLUTTERED MARKET
7. 3.Simplifying complexity
Making technology work for you, not the other way around
will allow you to simplify the complexity in your business.
Focus on improving systems and processes, leveraging
new technologies effectively means focusing on the
outcomes you are hoping to achieve. Avoid chasing the
latest trends that may look good on paper, but don’t
necessarily work in practise, chewing through valuable
implementation time that could be better
employed elsewhere.
Ensure processes are documented and well aligned with
employee roles to provide focus, efficiency and a level of
redundancy if staff are on leave or resign. Having
processes in people’s heads will cause disruption if they
are absent.
Strategy ideas
1. Identify and remove process risks in your
business by completing a Failure Mode Effect
Analysis on your organisation or department.
2. Pilot new technologies with a ‘super user’ group
before exposing the rest of the organisation to
them. This will avoid blockages from ‘laggards’
and allow the super user group to iron out bugs
before rolling out to the entire business.
7.
Survey Insight #3
TEN ‘MUST HAVE’ CAPABILITIES FOR BUSINESS LEADERS TO CUT THROUGH IN A CLUTTERED MARKET
The top response by business leaders when
asked how they would free up capacity for
themselves in 2017 was to
improve
systems & processes
8. 4.Rapid prioritisation
#1
The biggest concern for
business leaders in 2017 is
finding time, closely
followed by
‘an inability to change’.
8.
Survey Insight #4
TEN ‘MUST HAVE’ CAPABILITIES FOR BUSINESS LEADERS TO CUT THROUGH IN A CLUTTERED MARKET
Every person on the planet has the same 24 hours in the
day to use wisely. The key difference between those who
are successful and those who are not is the way they
prioritise their time.
Often financially struggling businesses are the ones where
their leaders have no time, too busy to address the urgent
and important tasks.
Conversely, successful business leaders are effective at
prioritising tasks, delegating to quality suppliers and team
members. Thriving leaders have fantastic clarity of vision
and strategies for the months ahead, allowing them to
rapidly prioritise where to invest their time wisely.
Whilst it is difficult to resist the urge to address the
‘squeaky wheel’, the benefits of effective time
management will be seen in both increased capacity and
reduced stress.
Strategy ideas
1. Have a ‘stop doing’ list. Make a list of all your
tasks for the month ahead. Highlight what are the
20% of things you do that provide 80% of the
growth in your business. Review the list of tasks
remaining and determine what you can stop doing
or delegate.
2. Review the decision filters you use to determine
a high priority task. Often leaders focus on the
‘easy to do’ tasks rather than reflecting on those
tasks that will have the biggest impact on
achieving their vision and strategies.
9. 5.Customer-centric business model
Your customers’ needs are evolving rapidly so you will
need to re-imagine your business model now to succeed
in the next 2-3 years by putting yourself firmly in
their shoes.
How will customers buy from you in the future? Where
will you add value? How will you continue to differentiate
your offering from that of your competition? What new
products or services will you need to develop to stay
relevant? What markets will you need to be in?
Now look at your current business model and ask yourself
some hard questions. What has to change in 2017 to start
you on the path to adapting your business model?
Standing still will lead to your ‘cash-cow’ products or
services quickly becoming ‘dogs’ as customers change how
and what they are buying.
Refinement or reshaping
of the business model
is the number 3 strategy identified by
respondents to accelerate success in 2017.
Strategy ideas
1. Review your products & services strategy for the
next 2-3 years using a product portfolio analysis
tool. Where are your ‘wild cat’ products, how will
you re-invent your existing ‘cash cow’ products?
2. Complete the Alex Osterwalder business model
canvas tool to trigger new ideas and strategies
for your business model for the coming years.
3. Set-up a sounding board group of your “A” class
customers to test new ideas, discuss strategies
and their evolving needs. Run these quarterly to
inject regular new thinking into the business and
keep plans grounded and innovative.
9.
Survey Insight #5
TEN ‘MUST HAVE’ CAPABILITIES FOR BUSINESS LEADERS TO CUT THROUGH IN A CLUTTERED MARKET
10. 6.Be the coach in your team
How will you coach your team to achieve their maximum
potential?
Liz Wiseman‘s book the ‘The Multiplier Effect’ notes that
leaders who magnify the abilities of their direct reports
increase the overall capacity of their team by a multiple of
2X. ‘Multipliers’ develop rather than use talent, they
explore mistakes rather than casting blame, consult with
decision making and support staff to get things done
rather than controlling the entire process through micro-
management.
Great coaches ask probing questions of their teams, they
listen well and are firm on ensuring those around them
are accountable for achieving stated strategies and goals.
Coaching and developing
people was the number one skill in which
business leaders needed to invest time with
46
% of respondents
placing this skill
requirement in their
top 3 for 2017.
Strategy ideas
1. Understand the core problem solving tools from
Mindshop to help coach and hold team members
accountable. These are Now-Where-How,
Mindmapping, Pareto, Force Field and One
Page Plan.
2. Map each team member on the coaching matrix
tool to determine how to adapt your coaching
approach based on their level of enthusiasm
versus their level of skill in their role.
3. Work on your listening and questioning skills to
ensure you listen more effectively and ask better
questions. As they say you have two ears and one
mouth for a reason and you should balance your
communication focus accordingly.
10.
Survey Insight #6
TEN ‘MUST HAVE’ CAPABILITIES FOR BUSINESS LEADERS TO CUT THROUGH IN A CLUTTERED MARKET
11. 7.Challenge strategic plans
Business leaders rate
strategic thinking
as the number 2 skill in which they
need to invest time in 2017.
11.
Survey Insight #7
TEN ‘MUST HAVE’ CAPABILITIES FOR BUSINESS LEADERS TO CUT THROUGH IN A CLUTTERED MARKET
Do you have the knowledge to effectively challenge your
current and future plans? Do you have the skills to help
develop a clear plan for 2017?
In a market disinclined to change leaders can’t simply
accept their current strategic planning process as the most
appropriate way forward. Curiosity about your industry,
undertaking research, using the right strategic tools and
asking the right questions as to why a particular decision
has been made are first steps to being able to add value in
the strategic planning process.
How will you challenge your organisation’s plans in 2017?
What tools do you need to learn to be more effective at
strategic planning for your business?
Strategy ideas
1. Be comfortable with six core planning tools in
Mindshop - One Page Plan, strategic SWOT, Issue
Ranking, Mindshop Process, 8 week team cycle,
Decision Matrix. Fluency in these tools empowers
you to tackle the development and implementation
of powerful strategies for your business.
2. Ask ‘why’ when presented with a strategic plan.
Use the ‘5 whys’ tool in Mindshop to challenge
peers to articulate why they are heading down a
chosen path or seeking to make that decision.
Huge benefits can be gained from the discussions
stemming from asking ‘why’.
12. 8.Delegation to an ‘A’team
‘Finding the time’ was the number one
concern for business leaders in 2017, with
‘delegation’ identified by over
50
% of respondents as
one of their top 3
strategies to address
the issue.
12.
Survey Insight #8
TEN ‘MUST HAVE’ CAPABILITIES FOR BUSINESS LEADERS TO CUT THROUGH IN A CLUTTERED MARKET
You don’t have to run flat out towards burn out to achieve
success as a business leader. Surrounding yourself with
quality team members and suppliers will enable you to
achieve your goals, control your stress levels and enjoy
the journey.
The key to success is an engaged employee enthusiastic
about their work, taking positive action to further your
organisation’s reputation and interests.
Quality clients and suppliers who ‘fit’ your model and core
values will also be vital assets, avoiding distractions of
poor quality support or the frustration of demanding clients.
Defining clear roles and expectations for employees and
suppliers will allow for effective delegation and free up
capacity to focus on building your business.
Strategy ideas
1. Review the roles and responsibilities of your
team and suppliers. Are they clear enough? What
is your process to hold them accountable? Are you
still doing too many tasks you shouldn’t be doing?
2. Simplify the complexity by reviewing tasks,
strategies and initiatives that add very little value
to the way you do business and stop doing them.
Give your team and suppliers the time to go the
extra mile for customers, being innovative
and strategic.
13. 9.Change strength
As the pace of change increases so will your organisation’s
susceptibility to ‘change fatigue’, an apathy towards
change initiatives, resulting in projects becoming
unfocused and lacking energy, the reason why a mere 30%
of project implementations succeed. To ensure your
strategic plans are successfully implemented, you need to
rebuild the skills and resilience in your team to
embrace change.
Your organisation’s probability of change success is
hinged on a number of factors: how ready the organisation
and employees are to implement change, the skills,
people, training and resources needed to implement
change and the overall attitude of the organisation in
relation to change.
An inability to change
was the second most concerning aspect of
doing business in 2017 for business leaders
along with the lack of ability to implement.
Strategy ideas
1. Determine the change success probability for
your organisation using Mindshop’s change
success model and diagnostic tool before you
progress with a strategic plan. Embed into the
strategic plan actions to ensure probability of
change success is boosted.
2. Break down the size and complexity of the
strategies until action is taken by the individual
or team responsible. This will help to avoid
procrastination.
13.
Survey Insight #9
TEN ‘MUST HAVE’ CAPABILITIES FOR BUSINESS LEADERS TO CUT THROUGH IN A CLUTTERED MARKET
14. 10.Agility
Respondents rated their confidence about
the business climate in 2017 as
+1.95
on a scale of –5 to +5.
14.
Survey Insight #10
TEN ‘MUST HAVE’ CAPABILITIES FOR BUSINESS LEADERS TO CUT THROUGH IN A CLUTTERED MARKET
Customer lifetime value is a key metric for your long term
success as a business. To stay engaged with a client long-
term, a business needs to stay relevant, innovate and
continue to add-value year on year. This organisational
agility will also need to be reflected by its leaders by
keeping up with market trends. Are you attending the
latest industry conferences, reading blogs and following
social media channels of your target market clients?
Are you continuously learning new tools and techniques to
stay relevant?
Strategy ideas
1. Complete a capability audit. What are the top
three capabilities you need to improve on in 2017
to help you stay relevant to clients?
2. How can you re-invent your top five client
relationships in 2017 to add greater value and
potentially increase their spend with you?
3. Achieving growth will force changes to your
business and inject fresh client experiences into
the way you do business.
15. How do you stack up?
TEN ‘MUST HAVE’ CAPABILITIES FOR BUSINESS LEADERS TO CUT THROUGH IN A CLUTTERED MARKET
15.
CAPABILITY SCORE
Managing Millennials1.
Lead by example2.
Simplifying complexity3.
Rapid prioritisation4.
Customer-centric business model5.
Be the ‘coach’ in your team6.
Challenge strategic plans7.
Delegation to an ‘A’ team8.
Change strength9.
Agility10.
GRAND TOTAL
Give yourself a score out of ten for each of the capabilities
identified in the report you need to succeed in 2017, with
1 being very poor and 10 being very good. Total up your
score to see how you stack up when reflecting on the
capabilities you need for success as an business leader in
2017. Where are your top 3 areas for improvement?
How did you score?
0-40
Need to invest considerable time on capability
41-65
Average capability levels. Needs improvement
66-100
Above average. Focus on key capability areas to
improve on in 2017