This presentation was made at the Entrepreneur Organization's 2014 Conference in Toronto, Ontario on June 12th, by Behavioral Change Expert, Heather Hilliard. It demonstrates the different stages of development every business goes through - from infancy to adulthood - and shows the types of challenges that entrepreneur's face during each challenge.
If you were unable to attend this years HRPA Conference in Toronto and missed the presentation, find out more about our approach to helping organizations navigate the normal stages of growth. Find out what needs to happen for your business to successfully achieve its potential.
If you were unable to attend this years HRPA Conference in Toronto and missed the presentation, find out more about our approach to helping organizations navigate the normal stages of growth. Find out what needs to happen for your business to successfully achieve its potential.
Seminari internacional sobre la implementació de la Directiva de víctimes.
Plataforma de Justícia Penal
Centre d'Estudis Jurídics i Formació Especialitzada, 11 i 12 de març de 2015
Integrated roadmap for Developing PMO with CMMi ProspectiveAshok Jain
The presentation taks of developing PMO with Organizational Maturity . Developing both in conjection helps in reducing cost and provide meaningful mapping between PMO and Organizational Maturity
Study of Super League Australia- Media Nexus, An under-represented /studied subject in management but a huge business potential.Applicable to all Sports Leagues Industry in US, Europe, or Asia.
Over 150 professionals trained in latest automation/plant floor technologies: Controls, Robotics, Machine Vision
Software, Project management based approach
Our dedication to quality and excellence in engineering will have an immediate impact on your project.
This Limited WIP Society Munich talk look at emerging patterns of kanban boards and kanban systems at differing levels of organizational maturity. It presents a new simplified model for understanding maturity and how it relates to fragile, resilient, robust & antifragile organizations, and presents suggestions on how to catalyze evolutionary change using different mechanisms as maturity improves. For Kanban Coaches and Change Leaders.
Kurt lewin’s action research model - OD process - Organizational Change and...manumelwin
The process of change involves three steps
Unfreezing: Faced with a dilemma or disconfirmation, the individual or group becomes aware of a need to change.
Changing: The situation is diagnosed and new models of behavior are explored and tested.
Refreezing: Application of new behavior is evaluated, and if reinforcing, adopted.
Often a neglected resource, quant and qual data and its combined power if harnessed correctly can be used to drive user experience. @dh_analytics discusses the role that data, more so insight, plays in daily UX processes making them more efficient and effective not just for the digital team but for the organisation.
The Design of Monitoring and Data Infrastructures – Applying a forward-think...Matthias Schroeder
Climate Change is an extraordinary challenge for the
development of our socioeconomic environment. The compilation
of comprehensive knowledge about our physical environment is a
key importance for implementing of mitigation strategies. Long-
term terrestrial observatories are supporting the systematic
monitoring of environmental parameters. They are responsible
for data collection, data analysis and subsequently for decision
support. Not only the complex structure and the large volume of
data streams but also the necessary integration of existing
monitoring infrastructures for such observatories imply special
technological challenges for today’s scientific data and
information management. Recent developments of Information
and Communication Technology provide important conceptual
and technological input for the proper design and
implementation of underlying monitoring and data
infrastructures. To avoid constantly recurring system
developments for such infrastructures, a general and integrated
approach for a reference architecture concept is needed.
From Administration to C-Suite: The Five Stages of Human Resources DevelopmentCaliber Leadership Systems
In our work with HR clients over the years, we have identified 5 distinct Stages of development that the Human Resources function grows through in organizational life. The Stages go from the administrator function in a small business or start up to a C-Suite office and seat on the executive team in a large organization. Each of the Stages coincides with the growth of the business, the number of people employed and the capabilities of the leader of the HR function.
There are instead certain crisis points that indicate when it is time to begin looking to bring the right HR talent aboard to deal with the crisis. At other Stages, it is important to redefine the HR function and decide what needs to be built, i.e. HR team, HR department, strategic partner. We have worked in very large companies with few and many HR employees and in smaller companies with none. The challenges that both the leaders and the HR employees face are symptomatic of needed growth and development of the function, leaders and HR employees.
There is no magic number of employees that a company should have before they have to shift from Stage to Stage. While crisis points do occur because of increasing numbers of employees, the pervading attitude toward human resources as the company grows is also a key factor.
The presentation describes the five stages of development that HR goes through and each of the crisis points that indicate the need for leaders to evaluate what it is the organization needs to shift to the next Stage.
Transitions are a critical time for leaders at all levels. Missteps made during the crucial first three months in a new role can jeopardize your success.
In this updated and expanded version of the international bestseller, Michael D. Watkins offers proven strategies for conquering the challenges of taking on a new role — no matter where you are in your career. Watkins, a noted expert on leadership transitions, also addresses today’s increasingly demanding professional landscape, where managers face more frequent changes and steeper expectations when they start their new jobs.
Whether you’re starting a new job, being promoted from within, or embarking on an overseas assignment, this is the guide you’ll need to succeed in your first 90 days — and beyond.
Similar to Stages of Organizational Growth in an Entrepreneurial Organization (20)
Choosing a job or career is one of the most important things that we do, and yet many of us are ill prepared to do so. There are two main reasons for this: First, we lack awareness of ourselves, our needs and ambitions, and; second, we seek advice from others who are more concerned with our security needs (money, stability, familiarity) than in the fulfilment of our potential.
We all want to be good at choosing paths for ourselves. With so many jobs and careers to choose from, it can be overwhelming to narrow it down to a handful. In fact, Economist Neil Howe says that only 5% of people pick the right job or career on the first try. That’s because we tend to limit ourselves and don’t even let ourselves know what we really aspire to. We know that even though it will be much more rewarding, it would be more of a risk and we don’t go for it.
Whether you’re deciding to look for your first job or a possible career change, understanding your personality type, brain organization and psychological/emotional needs takes away much of the risk that comes when we think a career sounds good until we are actually immersed in the experience of it.
Maximizing Your Career Potential Maximizing Your Career Potential - Brain Style of Each of the 16 Types
For Use with the Myers-Briggs Type Indicator & Striving Styles Personality System
Now Available on Amazon
Patriarchal Leaders are leaders who use their left brain functions excessively to drive their individual agenda and to control their experience and those of others. As a result, they are bound to the Patriarchal behaviors associated with that side of the brain. They tend to support the notion that traditional (left brain) behaviors of men are right and preferred while other behaviors and ways of expressing oneself are wrong. Functional qualities and needs rooted in the left brain include power, control, objectivity, critical thinking, and competitiveness and are the hallmark of the Patriarchal Leader. They negate the value of collaboration, cooperation, emotional expressiveness, empathy, caring and concern for the experience of employees, which are traditional right brain functional qualities.
Not a day goes by that I don’t notice my Self-Protective System (emotional/instinctual brains) being triggered and that I am on the verge of reacting in a defensive fashion. It might be triggered by something as simple as being asked whether I have finished something that I haven’t even started yet because I am so far behind on my workload; or something more mundane such as getting stuck in traffic when I am already late for a meeting. Most of the time, I notice my automatic reactions and can shift gears in my brain so that I respond to situations in a way that doesn’t trigger defensiveness in others. Other times the Self-Protective System of my brain takes over, causing automatic reactions from my emotional brain to dominate.
Certainly not a day goes by that I don’t have to deal with the defensiveness of others. I am sure this is the same for most people. We don’t always “name” what is happening, e.g. “Oh, I just realized I was being defensive. Can we start again?” or “I’m not sure what just happened, but you seem to have taken a position, rather than discussing options. Is this the case?” When people experience the self-protective behaviors of
others, they go into their own defensive strategies — avoid, withdraw, challenge, deny, etc. Everyone tiptoes around the “elephants in the room”, for fear that we trigger someone’s defenses and we won’t know how to deal with them. In the workplace, this is demonstrated in various behaviors — the leader who frequently chastises employees publicly for insignificant errors putting everyone else on the defensive; an employee that fails to get their work done on time causing problems for the entire team, without comment from their leader; or employees who spend half their day in personal activities on their computer without comment from anyone.
There is a lot of confusion about the differences between people who are narcissistic versus those who have a narcissistic personality disorder. According to the Mayo Clinic “Narcissistic personality disorder is a mental disorder in which people have an inflated sense of their own importance and a deep need for admiration. Those with narcissistic personality disorder believe that they’re superior to others and have little regard for other people’s feelings. But behind this mask of ultra-confidence lies a fragile self-esteem, vulnerable to the slightest criticism.”
The narcissist is not mentally ill, does not have a personality disorder and is most interested in gaining power, money and prestige. They may act the same and seem indistinguishable to those with a personality disorder for most people, however, their self-esteem is not as fragile and they are able to develop new behaviors. They seem the same because they use the same dysfunctional behaviors to achieve their agenda. These people are arrogant and obnoxious and act as though they are superior to others. They have little or no empathy and feel entitled to special treatment. They exploit others to get what they want and have no qualms about doing this. With little capacity for reflection, their self-awareness is low. They rarely apologize as they have no insight into what they do and feel little shame or remorse.
Over 20 years ago, when we first began talking to leaders about designing or revitalizing their Performance Management Process (PMP) to help drive business results, they told us about their pain points and frustrations. Today, we are still hearing the same pain points from business and HR leaders despite the advances in best practices for the design, implementation and training for performance management.
There is nothing new about why PMPs fail to achieve their potential but knowing why they fail and investing resources in revising it are very different things. Studies consistently show performance manage to be a painful and demotivating activity in organizations, especially those who use a more traditional approach. One study it was reported that 65% of respondents rated their PMP with a C-.
Pain points or barriers to the successful functioning of the PMP occur in any one of the 4 phases of the Performance Management Process. Pain points are well known, yet still exist because leaders still try to take short cuts; believe they don’t need to participate; think it’s a paper driven yearly event; or don’t invest the appropriate amount of money at any phase of the Process.
This article describes the main pain points of the five 4 phases of the Performance Management Process and the reasons why they exist.
While incentive plans are usually designed in the hopes they will positively impact productivity, engagement and the bottom line, little assessment and development happens at the leadership and management level. Incentive plans aren’t just about the financial rewards; they are about fostering the desired performance and behaviors of both leaders and employees.
Often seen as the magic bullet for engaging employee behavior and driving desired performance, more often than not, incentive plans can end up demotivating employees instead. Over the years, many clients have come to us to help them rescue their incentive compensation plan when they realize that is failing to achieve its overall goals and return on investment.
There are many reasons why incentive plans fail to meet their potential. If yours isn’t working, explore the reasons why, assess what is missing or misaligned, & throw your incentive plan a lifeline!
We are excited to introduce the Brain-based Career Reports - Using the Myers-Briggs Type Indicator® and Striving Styles® Personality System http://conta.cc/1GpQF77 Available at StrivingStyles.com or Amazon.com
The Brain-based Career Report helps you understand the need satisfiers and dissatisfiers of your MBTI Personality Type or Striving Style to ensure the career, job and the organization will meet your needs.
Looking for the right leaders for your organization? Here is an example of the type of psychological, behavioral and competency report we develop for our clients. This report informs you of the candidate's suitability to your organizations culture and a specific management or leadership role. The report offers detailed information regarding the candidate’s strengths and weaknesses relevant to the role as well as general information regarding the candidate’s leadership and behavioral style and abilities. The report includes recommended interview questions, which can be used to further probe issues identified in the report. The report is tailored to measure experience against the role expectations in the job description.
A Brain-based Approach to Understanding Conflict Styles: and why we react the...Caliber Leadership Systems
In this presentation at the 2010 Inform Canada Conference, Behavioral Change Expert Nancy Dranitsaris explains what happens in the brain during stress and how our brain is wired to react based on our Striving Style.
This presentation was made to various leadership teams in Canadian Organizations over the past 3 years to build leadership capacity. The presenter, Behavioral Change Expert, Heather Hilliard, has worked with over 300 organizations globally during the last 20 years. From entrepreneurial startups to global organizations, Heather has helped leaders grow their business to the next level.
In this presentation at the 2014 Canadian Society for Training & Development, Behavioral Change Expert Heather Hilliard explains why training and development programs need to take into account how the brain learns and provide opportunities for individuals with different brain styles to get the experiences they need. Organizations waste billions of dollars yearly on poorly designed and executed programs that fail to improve overall leadership and employee performance.
We now know so much about how the brain learns. Most people who are developing programs, training and teaching have fallen behind neuroscience in terms of the approaches being used to help people develop. Recent advances in the neuroscience of emotions are highlighting connections between cognitive and emotional functions that have the potential to revolutionize the way we learn. In particular, the relationship between learning and emotion and what needs to happen in the brain for learning and behavioral change to take place.
Are You a Codependent Leader? Stop Creating Dysfunctional Relationships with ...Caliber Leadership Systems
Codependent leaders can be very successful at achieving their business objectives, but not their full potential. While they work steadily to achieve their goals and those of the business, part of their attention and energy is going into caretaking, supporting or compensating for employees inadequacies. While it may not look like it, these leaders make people decisions based on their emotions and are easily thrown off course by those of their employee’s, creating business and team problems as a result.
While taking a programmatic approach to creating mental health in an organization is imperative, it cannot be done without addressing the root causes. Building trust and creating an environment where employees feel cared about takes time, energy and effort. Too often, leaders want to skim over the relational parts of leadership and fail to develop productive social infrastructure within their workplace. As trust and emotional security form the basis for employee engagement, cooperative behaviour, commitment, and loyalty, it is imperative to understand what employees need to feel psychologically secure and to emerge from their behavior that is driven by fear and anxiety.
Research in the neurobiology of development and attachment shows us that codependency is a failure in childhood to establish a secure base in relationship to a primary caretaker. As a result, we adopt self-protective to help us survive our childhood and continue to use them in our adult relationships whether we need to or not. This article looks at the two sides of codependency and what to do about it.
Statistics show that the number of women in leadership roles have increased marginally. New studies confirm that the female brain is different than the male, and for this reason, not understanding how it works can be a deterrent to business success. Find out more about the female brain and how to use it effectively.
Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
The case study discusses the potential of drone delivery and the challenges that need to be addressed before it becomes widespread.
Key takeaways:
Drone delivery is in its early stages: Amazon's trial in the UK demonstrates the potential for faster deliveries, but it's still limited by regulations and technology.
Regulations are a major hurdle: Safety concerns around drone collisions with airplanes and people have led to restrictions on flight height and location.
Other challenges exist: Who will use drone delivery the most? Is it cost-effective compared to traditional delivery trucks?
Discussion questions:
Managerial challenges: Integrating drones requires planning for new infrastructure, training staff, and navigating regulations. There are also marketing and recruitment considerations specific to this technology.
External forces vary by country: Regulations, consumer acceptance, and infrastructure all differ between countries.
Demographics matter: Younger generations might be more receptive to drone delivery, while older populations might have concerns.
Stakeholders for Amazon: Customers, regulators, aviation authorities, and competitors are all stakeholders. Regulators likely hold the greatest influence as they determine the feasibility of drone delivery.
The Team Member and Guest Experience - Lead and Take Care of your restaurant team. They are the people closest to and delivering Hospitality to your paying Guests!
Make the call, and we can assist you.
408-784-7371
Foodservice Consulting + Design
Senior Project and Engineering Leader Jim Smith.pdfJim Smith
I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines.
My experience includes:
Managed customized engineered refrigeration system projects with high voltage power panels from quote to ship, coordinating actions between electrical engineering, mechanical design and application engineering, purchasing, production, test, quality assurance and field installation. Managed projects $25k to $1M per project; 4-8 per month. (Hussmann refrigeration)
Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.
Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)
Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.
Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.
Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)
Created detailed projects plans using MS Project, Gant charts in excel, and updated new product development in Jira for stakeholders and project team members including critical path.
Great knowledge of ISO9001, NFPA, OSHA regulations.
User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau.
I appreciate your consideration, and look forward to discussing this role with you, and how I can lead your company’s growth and profitability. I can be contacted via LinkedIn via phone or E Mail.
Jim Smith
678-993-7195
jimsmith30024@gmail.com
Oprah Winfrey: A Leader in Media, Philanthropy, and Empowerment | CIO Women M...CIOWomenMagazine
This person is none other than Oprah Winfrey, a highly influential figure whose impact extends beyond television. This article will delve into the remarkable life and lasting legacy of Oprah. Her story serves as a reminder of the importance of perseverance, compassion, and firm determination.
Oprah Winfrey: A Leader in Media, Philanthropy, and Empowerment | CIO Women M...
Stages of Organizational Growth in an Entrepreneurial Organization
1. Leadership systems that
create powerful companies
Stages of Organizational
Growth
Entrepreneurs Organization
June 5, 2014
Presented by: Heather Hilliard,
Developed by: Anne Dranitsaris, Ph.D.
Behavioral Change & Leadership Experts
2. What you will learn
Entrepreneurial personality
5 reasons entrepreneurs resist growth
Stages of authentic organizational growth
What stage your organization is at
Nurture or sell your business
7. Entrepreneurial Personality
Visionary/Future oriented
Thrive on chaos
Competitive
Confident, risk-takers
Externally focused, action oriented
Full of life, energy & optimism
Determination & can-do attitude
8. Entrepreneurial Personality
In perpetual growth mode (growth
for the sake of growth itself)
Need for constant stimulation
Quick fix problem solving
Inability to tolerate frustration
Don’t consider (or don’t care
about) the impact of their style on
employees or the chaos they
create
Low interpersonal needs
9. Entrepreneurial Personality
Driven to create and run a business in a way that meets
your needs
Often at the expense of the business and its growth
11. Entrepreneurial Mindset
Equate personal success &
competence with money
Self-esteem tied in with growth of
business
Become anxious, deflated when
they stop focusing on growth &
wealth creation
Don’t want to lead, coach or
mentor their people as it doesn’t
give them intrinsic satisfaction
#1
12. Inhibited by Self-Image
Self-image is one of success &
competence
Need to be recognized; to distinguish
themselves
See themselves as having everything they
need to be successful
Fail to develop business IQ
Don’t listen to what they are being told; fail
to accept aspects of reality if they conflict
with their vision or self-image
#2
13. Dislike of Hierarchy
Enjoy the camaraderie of the start up business; fail to put
in systems, structure or reporting relationships
Don’t like to impose their agenda on others
Believe everyone has similar need for autonomy & fail to
correct or tell employees how they want things done
Uncomfortable using their position power
Create chaos & disorder in the business & relationships
#3
14. Driven by Own Needs
Success = money = need for recognition met
Need for recognition keeps them growing the business
without a foundation
Fail to consider the needs of employees in the pursuit of
getting their needs net
Fail to empathize or care about employee experience
Competitive: their need to distinguish themselves & be
better than others stops them from making real
connections with people
#4
15. Low Tolerance for
Frustration
Impulse control not well developed
Impatience for success causes them
to move to market before they are
ready
Will fire people without helping them
be successful
Will leave their business when they
hit a crisis of growth
Become unsettled with anything that
slows them down
#5
17. Stages of Growth in an
Entrepreneurial Business
Businesses grow through stages with distinct needs
Entrepreneur & business need to grow & mature
through each stage
Passage from stage to
stage marked by crisis
points
Nature & characteristics of
the entrepreneurial
personality can get in the
way of growth of business
18. From Infancy to
Adolescence
Everything & everyone dependent on the Entrepreneur
Familial, informal environment with no hierarchy
Externally (sales & market) focused
Youthful feelings, anything is possible
All consuming state of complete
engagement with creating the
business
Want the feelings of this
stage to go on & on
Stage
1
19. From Infancy to
Adolescence
All activity focused on how to
get the product or service to
market
Entrepreneur is at the hub of
all activity
Freedom given to all
employees to self-manage
Build culture as the ideal place
they would like to work in
Stage
1
20. Crisis of Growth &
Stuck Point
Growth of the business leads to:
increase of internal chaos, acting out & dysfunctions
conflict due to lack of boundaries, role definitions or
organizational structures
increased employee turnover
no longer “high” on business
feel powerless in own business
Stage
1
21. Shall I Stay or Shall I Go?
GO
Many entrepreneurs keep their business at this stage for
many years
not prepared to change their own behavior
Fantasize about selling the business & moving on
decide to get the business ready
to sell
generally not enough of an
infrastructure to be saleable
Stage
1
22. Shall I Stay or Shall I Go?
STAY
Decide to be a leader, not just an
entrepreneur
Realize how your lack of business
IQ causes issues & get coaching,
training, etc
Prepare to share leadership &
decision making
Create some systems & processes
Stage
1
A body without bones
will flop…. So will a
business without a
sound structure.
23. From Adolescence to
Adulthood
2 tiered leadership model
Entrepreneur grows the business
Business manager or team for
people, financial & systems
Try to keep hierarchy flat
Top down planning
Some infrastructure
Stage
2
Entrepreneur
Business Manager
Employees
24. From Adolescence to
Adulthood
Time freed up to continue growing
the business
Permissive with employees, say
yes without thinking of
consequences
May have two sets of rules: one
for you and the other for everyone
else
Increase in wealth creates image
driven spending
Stage
2
25. Crisis of Growth &
Stuck Point
Growth of the business leads to:
bottlenecks in the decision making
process
us & them mentality; power
struggles; high turnover
employees feel stifled,
disempowered
unpredictably, chaos, confusion
feel like the “bad guy” instead of the
“hero” in your own business
Stage
2
26. Shall I Stay or Shall I Go?
GO
Entrepreneur wants out of the business
hiring a manager has not solved the problem
not willing to delegate more authority
upset with employees
Seeks professional help to audit business
Gets business ready for sale
Already looking for other
opportunities
Stage
2
27. Shall I Stay or Shall I Go?
STAY
Revisit business hierarchy:
delegate authority
Separate own from business
identity
Recognize the importance of the
employee experience to the
growth of the business
Seek professional help to build a
professional organization
Stage
2
Behavior, systems &
processes must be
aligned to a single
identity to move
ahead.
Business
Identity
28. Adulthood
Business entity defined
Entrepreneur has clearly defined role
Hierarchy, standards, processes & reporting
Authority distributed throughout hierarchy
Stage
3
29. Adulthood
Entrepreneur looks for opportunities to expand, innovate,
acquire & grow
Not involved in day-to-day business management
Leadership team in place
Defined systems throughout the organization
Stage
3
30. Crisis of Growth &
Stuck Point
Growth of the business leads to:
chaos due to fast growth without considering the
impact on people or readying the business
inexperienced managers making decisions
autonomously
confusion of employees as to who is in charge
lack of communication systems lead to silos
Stage
3
31. Shall I Stay or Shall I Go?
GO
Entrepreneur satisfied with how far the business has
come
trusts leadership team to run the business
not enough challenge
excited about another venture
Hires person to take his place
Establishes Board of Directors
Stage
3
32. Shall I Stay or Shall I Go?
STAY
Invest in employees, the business
& yourself
Conduct leadership audit & gap
analysis
Create a change plan for
strengthening your business: align
people, behavior & practices
Build relationships & trust with
employees
Stage
3
You know the value of
investing in your
business to increase
bottom line results
33. Maturity
Effective meetings, communications, & issue resolution
Use of informal social networks amongst employees
Clear expectations lead to increased productivity &
financial results
Energy put into the employee experience increases
engagement
Leaders spending more time leading
and less time doing
Stage
4
34. Maturity
Low employee turnover with a committed workforce
Top talent attracted to business because of reputation
Employees are in roles that meet their needs and match
their strengths and interests
Alignment of energy & focus on collective vision
Success factors identified, managed & achieved
Stage
4
36. Navigating the Stages…
Identify what stage you business is at
Examine whether you want to stay or go
Determine what you need to do to get to the next stage
Make investments, as you would into assets
Get the support and expertise you need
37. Navigating the Stages…
Greatest challenges for the entrepreneur
Waking up to what you business actually needs
Not bailing as soon as it gets too uncomfortable
Stop blaming and complaining
Using true experts despite how they make you feel
Acknowledging your own role in any dysfunction
Invest – both money and your own time
38. Questions?
For more information, contact us:
Heather Hilliard
hhilliard@caliberleadership.com
416.406.3939
www.CaliberLeadershipSystems.com
www.StrivingStyles.com
Editor's Notes
Characteristics, behaviors and needs of the entrepreneurial personality that cause the business to grow or stall
The stages of authentic organizational growth
5 key reasons entrepreneurs unconsciously resist moving their business to the next stage
What stage your organization is at - identifying where your business is stuck
Nurture or sell your business: Building the infrastructure and authentic growth process for taking your business to the next stage
Predetermined to be an entrepreneur based on our brain style
Our
Our
Visionary/Future oriented - anticipate future trends; identify & exploit elements of the business environment that lead to profitable & sustainable business
Thrive on chaos - fast-paced, quick-minded; don’t need to be ready to start
Competitive - orientation to being the best; seek to be ahead of the pack, not in or with it
Confident, risk-takers; believe in their abilities & vision; tolerate uncertainty & ambiguity;
Full of life, energy & optimism
fun, playful, charismatic
inspire & enthuse others
Determination & can-do attitude
energy & focus needed to bring a business into existence
do what they love & love what they do
Entrepreneurial leaders tend to go for the quick fix so they don’t have to slow down from the pace of growth they like driving toward which further gets in the way of finding how to organically and authentically move beyond where they are stuck. They try to find one thing or person that is the cause of the problem instead of reflecting on the organic growth needs of the business. As their personality is not naturally oriented to inward reflection, they don’t reflect on the authentic needs of the business. Instead, they look outside to best practices and impose what other companies do on their own. Most importantly, they can fail to look at the impact of their entrepreneurial leadership style, the negative experiences their employees may be having as a result, and the amount of chaos and lack of alignment of goals, productivity, behavior and values.
In perpetual growth mode (growth for the sake of growth itself)
difficulty with slow growth
inner drive to keep moving ahead
Need for constant stimulation
over-commit and overpromise
create chaotic work environment
Quick fix problem solving
try to find one thing or person that is the cause of the problem
don’t reflect on the organic growth needs of the business
Externally focused, action oriented
not naturally oriented to inward reflection
look to what other companies do to fix problems
Don’t consider (or don’t care about) the impact of their style on employees or the chaos they create
Enjoy the camaraderie of the start up business
Don’t like to impose their agenda on others
Believe everyone has similar need for autonomy & fail
Fail to delegate authority
Expect others to know what to do without defining it
Expect others to know what they want without
Passage from stage to stage marked by crisis points – the discomfort of reaching the stage-related ceiling of expansion
Limitations of entrepreneur cause business to get stuck in this place for long periods
Spend most of their time reacting to problems in the business
Frustrated and resentful of the time employees demand
In the evolution of a company, from small to mid-sized and beyond, the needs of its people and the organization change as it goes through the natural stages that growth brings. We believe that businesses, like humans, have a predictable pattern of development over their life span. And, like humans, they have different needs during each stage of growth. Each of the stages is sequential, and the business needs to pass through each one in order to sustain their growth. The passage from stage to stage is marked by crisis points – the discomfort of reaching the stage-related ceiling of expansion. Often, organizations get stuck in this place for long periods, becoming increasingly reactive in their approach, as a result. Just when it looks like they have fixed one issue, something happens to put them right back into reactive mode again. Leaders keep doing what they have done to problem solve in the past, thinking that this should get them to where they want to grow. This is because they don’t know how to move organically and authentically beyond where they are stuck.
In the evolution of a company, from small to mid-sized and beyond, the needs of its people and the organization change as it goes through the natural stages that growth brings. We believe that businesses, like humans, have a predictable pattern of development over their life span. And, like humans, they have different needs during each stage of growth. Each of the stages is sequential, and the business needs to pass through each one in order to sustain their growth. The passage from stage to stage is marked by crisis points – the discomfort of reaching the stage-related ceiling of expansion. Often, organizations get stuck in this place for long periods, becoming increasingly reactive in their approach, as a result. Just when it looks like they have fixed one issue, something happens to put them right back into reactive mode again. Leaders keep doing what they have done to problem solve in the past, thinking that this should get them to where they want to grow. This is because they don’t know how to move organically and authentically beyond where they are stuck.
Want the feelings of this stage to go on
optimism, excitement, high energy
power, potency & infallibility
Breathing Life into the Business Everything & everyone dependent on the Entrepreneur
youthful excitement
exciting, fun, pregnant with possibilities
Familial
few people, personal connections
informal
Absence of defined structures, systems, reporting, roles, etc.
everyone does what needs to be done
Externally focused
focus on market awareness, growth & survival of the business
building rather than leading the business
Focus on survival of the business
Lack of branding or consistent identity internally and externally
Leaders and employees on auto pilot
Unconscious competent
Don’t know what they don’t know
Rise to the level of their incompetence
Absence of business systems and processes
Lack of planning, reactive to needs in the moment
Lack of performance management/ accountability
Lack of hiring practices
Focus on survival of the business
Lack of branding or consistent identity internally and externally
Leaders and employees on auto pilot
Unconscious competent
Don’t know what they don’t know
Rise to the level of their incompetence
Organizational silos or closed systems
Communication up and down, not connecting to other silos
Individuals, teams operate without recognizing the impact on others
Absence of business systems and processes
Lack of planning, reactive to needs in the moment
Lack of performance management/ accountability
Lack of hiring practices
Breathing Life into the Business Everything & everyone dependent on the Entrepreneur
youthful excitement
All activity is focused on the product or service and how to get it to market
Entrepreneur is at the hub of all activity
Freedom given to all employees to self-manage
Object to traditional hierarchy: build the culture as the ideal place they would like to belong to & work in
exciting, fun, pregnant with possibilities
Familial
few people, personal connections
informal
Absence of defined structures, systems, reporting, roles, etc.
everyone does what needs to be done
Externally focused
focus on market awareness, growth & survival of the business
building rather than leading the business
Focus on survival of the business
Lack of branding or consistent identity internally and externally
Leaders and employees on auto pilot
Unconscious competent
Don’t know what they don’t know
Rise to the level of their incompetence
Absence of business systems and processes
Lack of planning, reactive to needs in the moment
Lack of performance management/ accountability
Lack of hiring practices
Focus on survival of the business
Lack of branding or consistent identity internally and externally
Leaders and employees on auto pilot
Unconscious competent
Don’t know what they don’t know
Rise to the level of their incompetence
Organizational silos or closed systems
Communication up and down, not connecting to other silos
Individuals, teams operate without recognizing the impact on others
Absence of business systems and processes
Lack of planning, reactive to needs in the moment
Lack of performance management/ accountability
Lack of hiring practices
Crisis occurs when they aren’t feeling “high” on their business any more
Increase of internal chaos
working long & hard
overpromising or commitments to secure sales leads to disgruntled employees
Little role definition or organizational structures
can’t distinguish between important/unimportant issues
emotionally driven behaviors; acting out
Entrepreneurs dependent on employees
tolerate poor performance
hiring practices are subjective, based on need
energy spent dealing with issues
Focus on building market awareness leads to internal chaos as the business grows
Little definition or structure
can’t distinguish between important/unimportant issues
emotionally driven behaviors; acting out
Unconscious self-destructive behaviors emerge
Avoid issues
Fail to honour commitments
Change mind/direction
Get involved with another venture
Leaders become emotional when things don’t get done
Employees are dependent on being told what to do
Conflict and dissatisfaction go underground
Tolerate poor performance
Hire like minded people; hiring practices are subjective
Employees thrown in where needed without training
Energy spent fixing problems caused by failures in communication
Opportunities fall through cracks
Whether you want to be around for the long haul or just build it enough to increase its market value to sell it you need to:
To get to Stage 2, you need to:
become aware of the changing needs of the business and employees
recognize that way you lead & behave contributes to issues
prepare to give form to your business with systems & processes
be prepared to slow down
realize you can’t grow the business without attending to it’s needs
Whether you want to be around for the long haul or just build it enough to increase its market value to sell it you need to:
To get to Stage 2, you need to:
become aware of the changing needs of the business and employees
recognize that way you lead & behave contributes to issues
prepare to give form to your business with systems & processes
be prepared to slow down
realize you can’t grow the business without attending to it’s needs
2 tiered leadership hierarchy
entrepreneur delegates management of business to manager(s)
delegation of tasks without authority
everyone reports in to same people
decisions made without consultation
Building of the business model & infrastructure
Introduction of systems to stabilize growth
systems for communicating, reporting
processes and systems in some areas but not in others
objectivity in hiring practices
Planning without accountability
goal setting without system for follow through
strategic planning without planning system (sits on shelf)
Leaders recognize inconsistent or fractured identity – employee and stakeholder experiences vary
Growing awareness of business, leadership and people needs
Growing awareness of the issues that are systemic in the organization
Recognize that the business can’t sustain growth or survival without an infrastructure
Recognize that financial results do not equal business success
Concern for quality of working life and authentic work experiences
Ability to identify issues but don’t know how to resolve them
Off-the-shelf performance systems without training
Goal setting without system for follow through
Decisions made to resolve issues without consultation
Attempts to improve hiring practices (person focused)
Processes and systems in some areas but not in others
2 tiered leadership hierarchy
entrepreneur delegates management of business to manager(s)
delegation of tasks without authority
everyone reports in to same people
decisions made without consultation
Building of the business model & infrastructure
Introduction of systems to stabilize growth
systems for communicating, reporting
processes and systems in some areas but not in others
objectivity in hiring practices
Planning without accountability
goal setting without system for follow through
strategic planning without planning system (sits on shelf)
Leaders recognize inconsistent or fractured identity – employee and stakeholder experiences vary
Growing awareness of business, leadership and people needs
Growing awareness of the issues that are systemic in the organization
Recognize that the business can’t sustain growth or survival without an infrastructure
Recognize that financial results do not equal business success
Concern for quality of working life and authentic work experiences
Ability to identify issues but don’t know how to resolve them
Off-the-shelf performance systems without training
Goal setting without system for follow through
Decisions made to resolve issues without consultation
Attempts to improve hiring practices (person focused)
Processes and systems in some areas but not in others
Resist focusing on what the business and employees need (not fun)
No reward or intrinsic satisfaction (no high)
employees seem to complain about everything
Crisis occurs when there are too many demands for their time
Your manager is siding with your employees against you
Feel like the “bad guy” instead of the “hero” in your own business
Growth of the business leads to:
bottlenecks in the decision making process
us & them mentality; power struggles
reactive & independent decision making
entrepreneur fails to follow own systems
feeling overwhelmed
Increased energy spent on dealing with employee issues; firing weakest performer and hiring repeatedly
Employees are vocal about dissatisfaction; blame leaders and organization for issues
Chaotic and disorganized, lack of alignment
Absenteeism, presenteeism, employees “getting away” with not doing their work
Leaders unsure of how to manage performance; blame employees for problems
Leaders address performance issues and don’t follow up; no change
Lack of cooperation; competition amongst team members, departments, etc.
Employees offered some training; may or may not use new skills
Whether you want to be around for the long haul or just build it enough to increase its market value to sell it you need to:
To get to Stage 2, you need to:
become aware of the changing needs of the business and employees
recognize that way you lead & behave contributes to issues
prepare to give form to your business with systems & processes
be prepared to slow down
realize you can’t grow the business without attending to it’s needs
Consider the organization as a whole – what business and people need
Separate entrepreneur’s & business identity
Recognize the importance of the employee experience to the success of the business
Recognize to build a professional organization, need professional help
Stop putting band-aid solutions on issues
Start looking at the organization as a whole instead of individual problems
Get professional help: invest in building a professional organization poised for sustainable growth
Recognize the importance of the employee experience to the success of the business
Whether you want to be around for the long haul or just build it enough to increase its market value to sell it you need to:
To get to Stage 3, you need to:
stop putting band-aid solutions on issues
start looking at the organization as a whole instead of in silos
be prepared to get into the details of the organizational identity
be prepared to self-assess and engage in leadership development
focus their attention internally, investing in building the foundation for the organization
recognize the importance of the employee experience to the success of the business
reaLeadlize they can’t achieve the organizations potential or their own if they keep leading it they way they are
recognize this cannot be done without external expertise and support and hire experts (such as Caliber)
Business entity defined, including identity, cultural norms, values & ecosystem it operates in
Separate the entrepreneur from the business
Entrepreneur has clearly defined role
Create hierarchy to delegate authority throughout business
Create a model for the business identity, including cultural norms, employee experiences & image
Begin to look at the organization as an entity and not something with issues and problems to solve.
Increased consciousness of organizational and need to align business and people practices
Articulate the vision, identity, values, mission and purpose of the business; determine new branding aligned
Create an organizational Ecosystem with a map of the interdependence of people, teams, departments, processes, etc.
Clear definitions of each role, mandate, behaviors that align with and support with the overall identity of each part of the ecosystem (each employee, team, leader, processes, plans)
Business systems and practices identified to support the organizations dynamic web of interdependent teams, individuals, etc.
Understand and communicate how important each employee is to the business
Begin to look at the organization as an entity
Separate the entrepreneur from the business
Recognition that the business can survive without you
selecting and developing systems, processes, etc. that are congruent and aligned with the organization’s identity and purpose
identifying employee needs
Focus on creating a model for which will ensure authentic experiences for employees
Employee survey to integrate needs of employees and the experiences they need to make them thrive
Identify areas of incongruence with Organizational Identity
Identify factors that create a lack of trust and inconsistent leadership
Identify potential resistance to implementation of the network
Begin to look at the organization as an entity and not something with issues and problems to solve.
Increased consciousness of organizational and need to align business and people practices
Articulate the vision, identity, values, mission and purpose of the business; determine new branding aligned
Create an organizational Ecosystem with a map of the interdependence of people, teams, departments, processes, etc.
Clear definitions of each role, mandate, behaviors that align with and support with the overall identity of each part of the ecosystem (each employee, team, leader, processes, plans)
Business systems and practices identified to support the organizations dynamic web of interdependent teams, individuals, etc.
Understand and communicate how important each employee is to the business
Begin to look at the organization as an entity
Separate the entrepreneur from the business
Recognition that the business can survive without you
selecting and developing systems, processes, etc. that are congruent and aligned with the organization’s identity and purpose
identifying employee needs
Focus on creating a model for which will ensure authentic experiences for employees
Employee survey to integrate needs of employees and the experiences they need to make them thrive
Identify areas of incongruence with Organizational Identity
Identify factors that create a lack of trust and inconsistent leadership
Identify potential resistance to implementation of the network
Consultants can help this transition first by facilitating the decision to loose the reins of control. This can be difficult for a senior team used to total power, but it can also be a relief not to be constantly pestered with requests for decisions where the senior team actually know less and less about what the right thing is and are increasingly likely to accept recommendations anyway.
Having given up much control, the senior team can now be coached more in strategic decision-making and managing in a way that encourages and trusts decisions from lower down the hierarchy. It is also a good idea here to spend time with the operational managers to help them feel and effectively handle their responsibilities.
Crisis of control
Perhaps unsurprisingly, the loosing of control leads a certain amount of chaos, particularly as junior managers grab their new authority and make varying decisions that may be at odds with one another and with the central strategy.
This may make senior managers regret their decision to delegate, but the cat is now out of the bag and, with the increasing size of the company, a return to them making all the decisions is impractical.
Whether you want to be around for the long haul or just build it enough to increase its market value to sell it you need to:
To get to Stage 2, you need to:
become aware of the changing needs of the business and employees
recognize that way you lead & behave contributes to issues
prepare to give form to your business with systems & processes
be prepared to slow down
realize you can’t grow the business without attending to it’s needs
Consider the organization as a whole – what business and people need
Separate entrepreneur’s & business identity
Recognize the importance of the employee experience to the success of the business
Recognize to build a professional organization, need professional help
Stop putting band-aid solutions on issues
Start looking at the organization as a whole instead of individual problems
Get professional help: invest in building a professional organization poised for sustainable growth
Recognize the importance of the employee experience to the success of the business
Whether you want to be around for the long haul or just build it enough to increase its market value to sell it you need to:
To get to Stage 3, you need to:
stop putting band-aid solutions on issues
start looking at the organization as a whole instead of in silos
be prepared to get into the details of the organizational identity
be prepared to self-assess and engage in leadership development
focus their attention internally, investing in building the foundation for the organization
recognize the importance of the employee experience to the success of the business
reaLeadlize they can’t achieve the organizations potential or their own if they keep leading it they way they are
recognize this cannot be done without external expertise and support and hire experts (such as Caliber)
Low employee turnover with a committed workforce
Alignment of energy & focus on collective vision
Employees are in roles that meet their needs and match their strengths and interests
Success factors are identified, including employee development, meeting deadlines and team improvement challenges as well as organizational performance targets
Critical success factors are the areas where you must do well in order to achieve the business objectives
Top talent is attracted to the authentic business because of the reputation
Each employee is aware of their importance in the organizational ecosystem and takes pride in ownership
Recognition of the behaviors that support the organizational identity, internally and externally