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Business Reality

Current Business Reality: Do You Have the Courage to Confront It?

Courage to Confront the Current Business Reality

Martin Luther King eloquently shared his “I have a Dream” speech and inspired all of us to not just focus on what is possible but also the current harsh reality of racism in the 1960s in the United States.

Peter Senge, the noted management and leadership scholar coined the phrase, creative tension, to inspire all of us to focus simultaneously on both our vision and our current business reality. He said that if we only focus on vision, others could consider us to be too optimistic and naïve. Dr. Senge said if we, however, only focus on our current reality, we could become discouraged and doubtful of ever achieving our vision and goals. How does this affect our current business reality?

Dr. Senge encourages us to focus on both; our vision for what is possible for our teams and our organizations as well as simultaneously focusing on the current business reality so we are not in denial or delusional.

Jim Collins, in his book, Good to Great, writes about a conversation he had with US Navy Vice Admiral and aviator, James Bond “Jim” Stockdale who shot down over Vietnam in 1965 and was a prisoner of war for the next 7.5 years. In this discussion, Collins asked Stockdale about his coping strategy during this period of captivity. Stockdale reported, “I never lost faith in the end of this story, I never doubted not only that I would get out, but also that I would prevail in the end and turn the experience into the defining event of my life, which, in retrospect, I would not trade.”

When Collins asked Stockdale who did not make it out of Vietnam, Stockdale replied, “Oh, that’s easy, the optimists. Oh, they were the ones who said, “We’re going to be out by Christmas.” And Christmas would come, and Christmas would go. They they’d say, “We’re going to be out by Easter.” And Easter would come, and Easter would go. And then Thanksgiving, and then it would be Christmas again. And they died of a broken heart.” Stockdale then added, “This is a very important lesson. You must never confuse faith that you will prevail in the end-which can never afford to lose-with the discipline to confront the brutal facts of your current reality, whatever they might be.

Witnessing this philosophy of duality, Jim Collins went on to describe it as the Stockdale Paradox.

I’ve seen leaders who lack the courage to confront the current business reality. Sometimes they don’t want to deal with the harsh facts or they remain naively optimistic about other people’s capacity to drive positive results regardless of the situation.

I worked for a leader early in my career that was absolutely delusional about the professionalism of his key leaders. He trusted but did he not verify. He let some of them bully him. He did refuse to acknowledge the high cost to the organization. The new leaders at all levels did not feel safe to share their concerns or even observations but he could not connect the dots to his key leaders and their styles. He hired change agents but then he allowed their peers to withhold information and resources so their success was limited or painfully prolonged. He never found his voice with his key colleagues, or at least he never demonstrated this when I worked for him.

When we remain in denial or even delusional, we tend to create a lot of chaos and confusion within our teams. When we have the courage to confront the brutal facts and take action based on those facts, we are able to create alignment at all levels. Then we find our business reality.

The key to having the courage is to focus on the facts and the data. Without the facts, it’s human nature to make up stories and put our own spin on these stories. “I know next quarter will be more robust”. “I know Bob and I know Bob didn’t mean to blow up that way in front of the team.” “I know everyone is committed to the same things.”

In order to build alignment, grow organizations and exponentially increase shareholder value, we must:

  • Get the facts backed up by data
  • Articulate to ourselves our values, our vision and our commitment to this organization
  • Find our voice so we can articulate all of this to others clearly, concisely and consistently
  • Demonstrate the courage to install consequences for bad behavior.

If you are interested in an executive dashboard in a cloud-based platform that supports everyone in staying focused on the facts in a positive, productive way let me know. We’ve analyzed them all and can give you a balanced perspective on the best ones.

Katharine Halpin has been facilitating transitions and M&A transactions since 1995. Long before that, however, she was able to identify leadership and management gaps and became a change agent leading efforts to close all those gaps.
The clients of The Halpin Companies consistently report they make more money and work fewer hours as a result of using our proprietary, proven methods to build alignment at all levels and grow shareholder value by a factor of 2-3 consistently and quickly.

The High Cost of Not Taking Action….

338 Words
Less than 2 minutes to read:
In times of great challenges or change of any kind, it is easy to hunker down, withdraw and attempt to white knuckle it.
“Our run rate doesn’t allow any investments at this time.” 
“Our revenues can barely service our debt so we have to wait until more debt is retired before we can make investments.”
“We have to fill 1-2 more key positions and then our team will be ready to take on new strategic initiatives.”
Yes…all these excuses, justifications and rationales make sense if you want to continue to do what you have always done.
However, if you are ready for transformational growth, ready to use new and different approaches, ready to shake folks out of their comfort zone then let’s talk.
The only sustainable approach to transformational growth is by building alignment at all levels.  If you delay making the investment to shake things up, you delay the growth potential.
In order to build the degree of alignment that will establish a solid platform for growth, we must be willing to get out of our own comfort zone, create environments for our colleagues to feel safe getting out of their comfort zones and be open to using new and different approaches, regardless of the risk.  High risk equates to high rewards.
Until we get everyone focused on our top 3 strategic growth priorities, communicate this clear focus in a way that engages every employee, contractor, supplier and vendor and get the right people in the right roles, we will never be ready because we will never have a solid foundation for transformational growth.
As Walt Disney said so eloquently, “The only way to get started is to quit talking and begin doing.”
Don’t wait another day to start to build the foundation you need so you can achieve the profitable, sustainable growth you deserve.
The Halpin Companies have been facilitating mergers, acquisitions and management/leadership transitions since 1995.  Our clients experience transformational growth that results in greater shareholder value.  For a complimentary, confidential consultation, contact Katharine Halpin at [email protected] or 602-266-1961.

Harness the Power!

The CFO is often the first to recognize the high cost of chaos. It does not appear as a line item in the financial statements. But, a CFO recognizes the warning signs. Performance, productivity, and profit fall below expectations. Rick McPartlin, co-founder and CEO of The Revenue Game, believes the cost of chaos runs as high as 30 percent of gross revenue in many organizations.  That means that if you are a $50 million company, you are wasting $15 million year after year.

Chaos means confusion: both individual confusion about what we are trying to accomplish, and team-wide disasters when people are confused about how we will accomplish it.

A CFO brought me into an organization where chaos reigned. The shareholders were happy with the return on their investments because revenue grew year over year. The company enjoyed a steady supply of new customers. By all appearances this was a very successful company.

However, the CFO was able to detect those early indicators that are always present but rarely captured. He saw that their method of driving new customer growth was unsustainable. He saw that the leadership was aging-out without new leaders being developed from within. He saw that, while they were successful, the chaos, the pace and intensity for this level of success was also not sustainable. He worried that key leaders would burnout or die before building a more sustainable business model. Their success was coming at a very high cost and he knew this model was unsustainable.

The Halpin Companies team started working with this leadership team to gather information and identify alternative approaches.

Fairly quickly, using our methods, we identified a potential future CEO from within the ranks. At first, the current leadership team was disdainful of our recommendation but this candidate did emerge over time as the key player with the greatest leadership capacity. He currently serves successfully in that CEO role.

More importantly, we were able to work with the two top layers of leaders and, based on our recommendations, build a more inclusive and transparent approach to driving new customer relationships.

Through mentoring by the senior leaders and using this more inclusive approach the former #1 sales person was able to build a dozen sales executives with his same level of success.

Using our processes he was first able to articulate his values – he cared deeply about their customers. He then started to articulate his sales approach – he was an extraordinary listener. We then helped him document and communicate his organic sales approach in meaningful and easy to understand ways. Over time, in one-on-one mentoring sessions, he trained each of his key people to replicate his success.

Not everyone had the same capacity but 14 or his 22 colleagues were able to step up. As a result the company grew by 300% in a few short years because of this velocity.

The CFO was thrilled, the shareholders were thrilled and more importantly, this construction-related company was able to sustain the economic downturn and continues to thrive today.

Six of the other colleagues self-selected out of this company with their dignity intact. Why did the go away? They saw that they could not be successful in the new business model. Two other leaders came to the leadership team and asked to take a step sideways or even backwards. They knew intuitively that they could not be successful in the new business model, given their own strengths.

When you harness the power you already have within your organization, the results will be extraordinary. Often our clients experience growth in shareholder value in amounts that were never imagined or forecasted. Building alignment, inclusiveness, and transparency drive success.

 

The Halpin Companies has been facilitating transitions in organizations of all sizes and levels of complexity since 1995. Our proven methods create work environments and corporate cultures where shareholder value grows consistently. Learn more about our methods at www.HalpinCompany.com

For a complimentary consultation, contact Katharine Halpin at 602-266-1961 or [email protected]

 

 

 

 

Alignment for Success – a 5-Part Book Review

I wrote my book, Alignment for Success; Bringing Out the Best in Yourself, Your Teams and Your Company in an effort to spread the word about my unique methodology for being a Strategic Leader.

 

I am thrilled with the response and feedback to this important book.  Jerre Stead, Chair and CEO of IHS, Inc. (who has served as CEO of 7 publicly held companies over his career) gives the book as a gift and tells people “this is what I believe”.

 

Jason Pistillo, President of the University of Advancing Technology, asked me to bring my book into their advanced curriculum because, as he stated, “we want to use the most contemporary thinking about leadership.”

 

And just recently Abbie S. Fink launched a 5-part Book Review.  Abbie is a leader in the business community in Phoenix and frequently reviews books for their blog at HMA Public Relations.

 

I’m so pleased to share Part 1 of her Book Review with each of you here:

http://hmapr.com/bookclub-alignment-success-bringing-best-teams-company-part-1-alignment/

 

Here’s Part 2 from @AbbieSFink:

 

http://hmapr.com/bookclub-alignment-success-bringing-best-teams-company-part-2-driving-force/

 

Here’s Part 3 from @AbbieSFink:

 

http://hmapr.com/bookclub-alignment-success-bringing-best-teams-company-part-3-make-meeting-time/

 

 

Here’s Part 4 from @AbbieSFink:

 

http://hmapr.com/bookclub-alignment-success-bringing-best-teams-company-part-4-attitude-gratitude/

 

Here’s Part 5 from @AbbieSFink:

 

http://hmapr.com/bookclub-alignment-success-bringing-best-teams-company-part-5-creating-culture-high-performance/

 

 

Thanks so much Abbie for this extraordinary contribution to making work work for everyone!

Happy Father’s Day Jack!

John F Halpin 01.10.1929.03.30.1984We lost our Dad 31 years ago on March 30. I joke about him and even mention him in my ‘speaker intro’. It says that I have 45+ years of work experience and the first 13 years were in his office, John F. Halpin, CPA, where he was my first people problem.

 

That’s all true!

 

Today, Father’s Day, I want to celebrate him and all the many gifts he gave his children.

 

But first, let me share a few things that did not translate well between the generations in our family.

 

A love of fishing was not one of the gifts he gave us. He loved to fish from the pier off Bonelli Road at Eagle Lake and we did that often (often for him was maybe once every year or so). We caught catfish big enough to eat once. For some reason, none of his five children ever go fishing….

 

He took us camping, and none of us are campers as adults either. He only bought a camper when we got so big that the entire family of seven could not sleep in one Holiday Inn room. He bought a pop-up camper when I was in the fifth or sixth grade. I can remember taking my best friend, Kelly, with us on a camping trip to a Mississippi State Park. The camper slept eight, so why not take eight people, right?

 

Momma had to drive our big Dodge Station Wagon with the newly installed trailer hitch pulling our pop-up camper. Dad wasn’t a good driver around town because he was always focused more on keeping his pipe lit than watching the road. They seemed to have some secret agreement that she did all highway driving.

 

Of course, she could not back up our station wagon with the camper attached. That was not a significant issue during our treks. We didn’t make a lot of stops en route and when we did, for instance at an IHOP for breakfast after she had driven all night, she would find a way to pull into a parking lot next door to the IHOP where she could park without backing up during either our ingress or our egress.

 

When we would finally arrive at our destination, often at dusk during the on-site campground manager’s supper, Momma would insist we be assigned to a spot positioned at the end of a triangle so she could ‘pull through’. When that option was not available – which was often – she would then insist that the campground manager drive our station wagon and back our camper into our assigned spot, even if he was in the midst of eating his supper.

 

This is when my Dad would disappear to entertain the other campers.

 

As soon as we arrived at the state park or KOA Camp Grounds, he got out of the car wearing his usual leisure attire: shorts with a dress shirt (no worries – he only wore short sleeved dress shirts), black socks, and black dress shoes. He would then go from campsite to campsite looking for people he could meet and entertain with his stories about Vicksburg, MS.

 

The rest of us were left to set up our own campsite.

 

Setting up a campsite was fairly simple except for one important task: leveling the camper. With a pop-up camper, it’s critical that the camper be level, because four people were sleeping on the beds that ‘popped out’ after popping up the entire camper. If the camper were not level, one side could tilt and those two sleepers could have easily been injured as they slipped through the canvas sides.

 

I don’t recall much discussion about this at home. I imagine our Uncle Bubba came over to check out the camper and most likely would have pointed out the importance of this task. I imagine my baby brother, Willie Boy, was probably taking note. Regardless of whether or not any of that happened, I do remember vividly how we got our camper level once we arrived at our destination.

 

If I was in the sixth grade, that would have put Willie in the second. I can remember this as if it were yesterday. At this point Willie was just a little fellow. But he would go from corner to corner of the camper adjusting and re-adjusting each bar that, as I recall, dropped down from the underneath of the camper and could be adjusted based on the ground and sand where we were parked.

 

He worked meticulously, as if he were an engineering genius. He never failed to get the entire contraption level. Willie would later demonstrate this engineering genius in lots of ways but in the second grade that had not yet emerged.

 

But here’s what my Dad did give me that remains with me every day.

 

He gave me an example of living by faith. He was never much of a church-goer, but our friend, Marian Alvarado, badgered him incessantly until he attended a Charismatic Prayer Meeting with her. These were held at the Carmelite Monastery on Terry Road in Jackson, Mississippi. He only had to go once to experience a full conversion and a peace that he had never known. He then went about sharing this experience with anyone who would listen. Momma and I attended those prayer meetings with him. We all loved that faith community, the music and the experiences. What an amazing thing to be able to experience with your parents when you are still in your formative years.

 

He gave me a love of people. He loved connecting with people and swapping stories. He loved meeting people and then reporting to his friends about the interesting people he had met. He was curious about everyone and, with his photographic memory, would remember details most everyone else forgot immediately.

 

Jack loved his friends. He loved having high-balls with them. He loved competing to be the center of attention with the funniest stories with the most outlandish characters.

 

Dad gave me a love of storytelling and he taught me the power of telling stories. I remember so many of his stories he shared with me in his office on Saturday mornings. He told me stories about his clients and their businesses.

 

He also gave me a love of business. How revenue was generated, where customers came from, what were the driving forces in the success of his clients. He talked with reverence about each person because he loved and respected everyone.  He considered everyone a good friend; from the elevator operator to the bank president.  He never met a stranger.

 

He instilled a love of community. He volunteered for over 35 years as the Board Chair of the Warren County Welfare Board. He served as a founding Board Member of the federally funded Children and Youth Clinic.  He worked to build community and ensure everyone had access to basic human rights regardless of race or financial ability.

 

He loved being from Vicksburg, Mississippi and loved that his great grandfather had been the first Mayor of Vicksburg after the Civil War, during reconstruction. He spoke with authority about those who did harbor prejudices based on race. He explained to me that if people are insecure, they need someone, a group of people, or even an entire race, to look down upon.

 

He loved that so many people remembered his own father, who was killed when he was eight years old. He relished in the introductions that those people made for him when he returned after college and established his CPA practice.

 

Because he did take me to work with him on Saturday mornings he gave me a love of all of these things – business, storytelling, and community – though it might not have been the best way to raise a child! These experiences did cause me to hurl my way into my own CPA career with a lot of unproductive baggage. However, I’m grateful every day for Jack and for all the gifts he gave me. My love of business, people, story telling and my own faith are my critical success factors today in my life and in my own small business.

 

Even in Mississippi it’s not a good idea to put an eight-year-old child to work on the family farm or in the family CPA firm. But it’s all good!

 

Happy Father’s Day Jack!

 

 

 

 

Katharine’s Definition of a High Performing Team

As a Team Alignment Expert, I feel confident in establishing my own definitions. Of course, because I am so opinionated, I do this all the time, not just in areas of expertise!

Here’s a really important Katharineism:

High Performing Teams consistently share 3 characteristics….

1) A shared Vision or Common Purpose

2) A commitment by each team member to each other’s individual success (no dog eat dog mindsets)

3) An ability to speak with one voice!

Yesterday while having a Halpin Company Alumni Association lunch with a fabulous senior executive in one of Arizona’s biggest and most successful companies, we were celebrating her Quantum Leap Results.  She reminded me that in order to build these kinds of teams, she had to do 3 things….

1) Throw People the Ball in a Way that Others could Catch It

2) Stay in the Conversation….

3) Be Proactive, not Reactive.  In order to do this, we both agreed we have to use lots of self-management approaches.

It is always great to celebrate successes but especially with former clients who you worked with in 2005-2008!  What successes have you had recently in forming high performing teams?

2013 Resolutions by Dear Abbey

This is something I intend to reflect on daily in 2013.  Dear Abbey (Pauline Phillips) adapted this from the original Al-Anon Credo.  It speaks for itself….

Just for today, I will live through this day only.  I will not brood about yesterday or obsess about tomorrow.  I will not set far-reaching goals or try to overcome all of my problems at once. 

I know that I can do something for 24 hours that would overwhelm me if I had to keep it up for a lifetime. 

Just for today, I will be happy.  I will not dwell on thoughts that depress me.  If my mind fills with clouds, I will chase them away and fill it with sunshine.

Just for today, I will accept what is.  I will face reality.  I will correct those things that I can correct and accept those I cannot.

Just for today, I will improve my mind.  I will read something that requires effort, thought and concentration.  I will not be a mental loafer.

Just for today I will make a conscious effort to be agreeable.  I will be kind and courteous to those who cross my path, and I will not speak ill of others.  I will improve my appearance, speak softly, and not interrupt when someone else is talking.  Just for today I will refrain from improving anybody but myself.   

Why Some Executive Demonstrate Bad Behavior

Brian Evje had a recent piece in Inc. Magazine titled, “Why Executives Are So Bad At The Behavioral Side of Management”.

After a 40-year career, I certainly do not believe that all execs are bad at the ‘soft’ skill issues (which we all know are really the hard issues to address).

Mr. Evje states that “In reality, there is nothing ‘soft’ about the skills need to relate to people well enough to lead them.  True leadership involves both hard skills and harder skills”.  I love this quote.

He summarizes that there are ultimately 3 things leaders have to do to be more effective:

1) Admit that inter-personal skills are important.  He even posits that we must be able to lead ourselves.  I call this self-management.  Being able to bring the required perspective to every situation and to do this ‘in the moment’ requires presence, discipline, thoughtfulness and a feeling of being grounded.  Humans don’t gain this ability without getting exercise, getting out in nature, taking think time, and having a variety of reserves of time in place every day..

2) Rethink your definitions of ‘hard’ and ‘soft’ skills.  He’s got great questions to ask yourself.  See the full article here:  http://www.businessinsider.com/successful-leadership-skills-2012-11

3) Get some help.  As a Leadership Strategist for almost 18 years, I, of course, love this idea.  Just like in sports, we don’t know what we don’t know about our levels of effectiveness. An outsider can help you raise your awareness and ultimately, make different choices.

When I re-tweeted this article yesterday, one of my Facebook friends added a comment that most execs put their self-interest over the interest of their employees, companies, communities.  Again, I don’t agree with the broad generalization.  I have seen more execs do this than I’d like to admit. However, the key here is to only hire values-based people and people who share your values.  If you value transparency, figure out what questions to ask in the interview to assess the applicant’s perspective on transparency.  If you value integrity, ask them to share an experience when they’ve been asked to compromise their integrity.  The interview might  be very short based on their response to this question.

If you enjoy these posts, you probably would enjoy our free report, 7 Secrets to Making More While Working Less at www.teamalignmentstrategies.com

 

 

 

Execution is Not Easy! If it was, everyone would be doing it…even the US Air Force

How can really bright people screw up to the tune of $1 billion?

Our colleagues in the US Air Force were successful in just that.

They selected a software vendor in 2006 to “configure, deploy and conduct training and change management activities” related to a $628 million contract for an off-the-shelf enterprise-wide software system.  Randall Stross, a Silicon Valley author and professor at San Jose State University, captures the details in Sunday’s New York Times.  He quotes an Air Force executive,  laying the groundwork for this debacle by 2010, “We’ve never tried to change all the processes, tools and languages of all 250,000 people in our business at once, and that’s essentially what we are about to do.”

Mr. Stross attributes the failure to endless meetings, complex bureaucratic requirements and the constant need to fight wars.  My assessment of the situation is much simpler.

My experience working with leadership teams for over 30 years tells me that the team’s Vision and planning process was flawed.

This is what happens when the collective attitudes and beliefs are not addressed as part of the vision process.  This is what happens when the vision cannot be articulated or is not embraced by every member of the team.  These are the obstacles to almost every planning process.  When the planning process is flawed, no amount of expertise in execution can bring an initiative to a productive close.

If you would like to align your team around a vision for a $1 billion initiative or something smaller in scope for 2013, get our free report at www.teamalignmentstrategies.com

Here’s the full article in the Sunday business section of the  New York Times: http://nyti.ms/YOI6CF  It’s worth a read.

Getting the Right People in the Right Roles Requires Hiring The Right People in the First Place

Yesterday’s Corner Office Interview by Adam Bryant in the Sunday Business Section of the New York Times hit the ball out of the ballpark.  Sandra Kurtzig is Chair and CEO of Kenandy, a software management firm in Redwood City, CA.

She had a number of very valuable points.  The title is Don’t Chase Everything That Shines and she speaks about the need to have good boundaries and high standards.  Not every idea is, in fact, a good idea!

The most compelling pieces to me were her hiring questions.  She asks “Why are you here? What do you know about our company that made you want to interview for this job?”  She says if they have not done their homework about her company that’s a real red flag for her.

An even more important interview question is this: “Why do you want to leave the company you’re at right now? Looks like you’re doing a pretty good job, and you’re doing well.  What is it that you don’t like there?”

She says the answer to this question is ALWAYS an eye-opener.  She uses this to mine for their perspective on a number of topics.

I highly recommend the entire piece.  It will take all of about 3 minutes to fully digest.  It will take some extended period of time, however, for most of us to build in the discipline and clarity that Ms. Kurtzig demonstrates.

See the full article here: http://nyti.ms/VcZ5qn

If you enjoy our blog posts, you’ll love our free report, The 7 Secrets to Making More Money and Working Less.  Go to www.TeamAlignmentStrategiest.com for your free copy.

Gratitude Week – Be Grateful for the Little Things!

My older sister and I received a text on Sunday from our baby sister who was attending a bi-annual Women’s Retreat.  She acknowledged us for the ways we had contributed to her life when she was a child and now as an adult.

The text meant a  tremendous amount to me.  I believe we all have a basic human need to feel valued and appreciated.

Further, I believe that need is so great that it is just above food, shelter and safety.

Who in your world could benefit from an expression of gratitude and acknowledgment?

How might you provide that acknowledgment?  For me, the key is to first put pen to paper and to make a list of all the aspects that I can be grateful for.

From this, I typically find a theme. With or without this level of ‘think time’ and preparation, I am confident that your connection with this person will be strengthened.

More importantly, you will be helping this person get this basic human need met in a powerful and effective manner.

This is a powerful way to experience the full power of gratitude.

This week I’ll be writing about other aspects of gratitude that are important and useful for us all.

If you are enjoying these posts, I’m confident you would enjoy one of our free webinars on Total Team Alignment.  These webinars are filled with useful, practical and easy to implement solutions that produce record results right away.  I hope you’ll join us for one.  Here’s the link to register:

www.HalpinCompany.com/webinars

Please have a wonderful holiday season filled with lots of love, laughter and real rejuvenation!

Total Team Alignment Daily Question

Over the next few weeks, I’ll be offering a Daily Question.  In my opinion, the person asking the questions is the person being the Strategic Leader.  I hope you enjoy these questions.

If “Bob” is not meeting our expectations, what structures are missing?

Interim Check-points?

If you find this question and your  subsequent ponderings valuable, you might want to participate in one of our complimentary public Webinars on Total Team Alignment.

Here’s the link to find the schedule.

http://halpincompany.com/webinars/

This link provides the opportunity to register and the opportunity to be interviewed during one of these Webinars.  Please feel free to share these links with your colleagues, team members, and leadership team.

Total Team Alignment Daily Question

Over the next few weeks, I’ll be offering a Daily Question.  In my opinion, the person asking the questions is the person being the Strategic Leader.  I hope you enjoy these questions.

If “Bob” is not meeting our expectations, what structures are missing?

Perhaps a better opportunity to gain full understanding of our expectations?

Additional Resources or Guidance?

If you find this question and your  subsequent ponderings valuable, you might want to participate in one of our complimentary public Webinars on Total Team Alignment.

Here’s the link to find the schedule.

http://halpincompany.com/webinars/

This link provides the opportunity to register and the opportunity to be interviewed during one of these Webinars.  Please feel free to share these links with your colleagues, team members, and leadership team.

Total Team Alignment Daily Question

Over the next few weeks, I’ll be offering a Daily Question.  In my opinion, the person asking the questions is the person being the Strategic Leader.  I hope you enjoy these questions.

If “Bob” is not meeting our expectations, what is missing?

Skills?

Commitment?

Structures?

If you find this question and your  subsequent ponderings valuable, you might want to participate in one of our complimentary public Webinars on Total Team Alignment.

Here’s the link to find the schedule.

http://halpincompany.com/webinars/

This link provides the opportunity to register and the opportunity to be interviewed during one of these Webinars.  Please feel free to share these links with your colleagues, team members, and leadership team.