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What’s needed today? A balanced perspective!

Meg Whitman, CEO Of Hewlett Packard said at the 2016 Davos World Economic Forum “My view is that the future belongs to the fast”.

Marc Benioff, CEO of Salesforce says frequently, “Speed is the new currency of business.”

I say yes, of course.  But at what cost?

Yes, we must all be agile, nimble and able to pivot quickly but how has this intense focus on responding to emails 24/7 and making quick decisions, cost us in terms of the quality of our decisions?

I’m pleased to see Dominic Barton, Global Managing Partner of McKinsey, and his colleagues have analyzed the benefits companies realize when they take a long-term perspective.

Today, our world is moving faster than ever. This pace and intensity requires leaders to be more grounded in the long-term view, what is important to them as individual leaders and what is most important to their organization, shareholders, their customers, their suppliers, and their employees. This grounding allows them to be agile while still making decisions in a consistent, disciplined manner.

McKinsey’s research indicates the increased value delivered by organizations with a long-term focus in terms of revenue, earnings, and economic profit translated into higher market capitalization: organizations with a long-term focus added $7 billion more in market capitalization on average than other firms between 2001 and 2014.

See their full report here by clicking here:

We have all been subjected to poor quality decisions made in haste. The world is moving faster than anyone could have imagined, even a decade ago. Strategic Planning is done in 18-month increments because none of us can predict beyond that short amount of time.  Because of this intense pace, leaders need the structure, discipline and accountability that occurs when they hold a long-term perspective.

I have seen the high cost that these short-term decisions made on the potential long-term success, as well as the current environment related to people, productivity and focus. Front-line leaders lose too much sleep when they experience unnecessary volatility in their focus.   The world around us presents volatility everyday. However, if leaders can maintain a long-term perspective, we can minimize this disruption to our people and our progress.

When a team takes on an 18-month project to build a better mousetrap and those team members sacrifice the quality of their lives and their time with their loved ones to purse their passions inside of this project, they do not take drastic change well.

When C-level leaders have a narrow perspective focused on this Quarter or next Quarter they tend to make volatile decisions that impact the viability and success of these longer-term initiatives.

A short-term focus invariably diminishes morale and employee engagement. Productivity, profitability and long-term success all take a hit as a result.

If I could dictate one thing to ever leader on the planet it would be to prescribe one hour of uninterrupted think time for every person currently in or aspiring to be in any kind of leadership role.

With this one-hour of strategic think time each day, consistently taken, leaders would start to have greater awareness about the red flags and key indicators that are always present but often overlooked.

This one practice would move leaders out of a frenzied and reactive mode into a strategic mode with a long-term focus, a broader perspective and a more consistent leadership style.

We must consider the unintended consequences of our actions and reactions. We cannot achieve a broad perspective without regular intervals of high quality solitude to think and then act strategically with a broad perspective about our long-term vision and goals.

Our economy depends on leaders who make decisions based on a longer-term perspective. McKinsey’s analysis indicates the organizations that held a longer-term perspective added nearly 12,000 more jobs on average than other organizations between 2001 and 2015.

Had all organizations created as many jobs as these longer-term focused organizations, the US economy would have added more than five million additional jobs over this period.

This suggests a potential value to our economy of more than a $3 trillion through 2025. This significant potential can be realized if we can support leaders in giving themselves the gift of regular intervals of strategic think time.

 

Katharine Halpin has been facilitating transitions in organizations of all sizes since 1995.  She founded The Halpin Companies to fill a void she saw everyday in her CPA career.  “Transactions and transitions fail to accomplish the forecasted shareholder goals simply because no one is focused on harnessing the power of the original enterprise.  Legal and Financial goals become the focus.  By focusing on leveraging the original enterprise by getting the right people in the right roles focused on the right priorities, organizations can grow by a factor of 200% to 300%”.

Katharine and her team have amassed a suite of tools and proprietary methods to exponentially increase shareholder value during a transaction or transition.

For a complimentary consultation, Katharine can be reached at 602-266-1961 or via email at [email protected] To buy Katharine’s e-book about building in these reserves of time to think strategically, click here.

 

 

 

 

Quantum Leap Results Require Certain Things

I wrote last week on my perspective on the requirements for Quantum Leap Results for Teams.  Today I want to focus on what it takes for us as individual leaders to consistently generate these kinds of results for ourselves and our teams.

For me, self-care is at the top of the list.  Without my consistent self-care, I don’t have the awareness to consistently make good decisions and communicate those decisions effectively and concisely.  Just ask my colleagues here at The Halpin Companies.  They can give you an ear-full about those times when I have not been faithful to my self-care.

In order to do the self-care like yoga, stretching, hiking, biking, spending time in Nature, I have to value myself as much as I value others.  This requires saying YES to my big vision for myself and for The Halpin Companies.  As Stephen Covey said, “You have to decide what your highest priorities are and have the courage – pleasantly, smilingly, nonapologetically – to say ‘no’ to other things.  And the way to do that is by having a bigger ‘yes’ burning inside”.

I would say the Vision must be focused on the Quantum Leaps. That’s what Covey means by the ‘bigger yes burning inside’.

We have to give ourselves the gifts of self-care and a variety of ‘reserves of time’ to think, prepare, process.  When we give ourselves these gifts consistently and thoughtfully, the Quantum Leap Results come!  Not only do we create results that are sudden and dramatic, but we generate these results strategically, systematically and almost effortlessly.

Where could you benefit from a Quantum Leap Result today?

What’s missing in your self-care and think time that is needed to generate that Quantum Leap?

What’s the bigger ‘yes’ burning inside?  Value yourself enough to prioritize it today.

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

 

 

 

Get Your Growth Opportunities or They Will Get You!

When I was a struggling CPA/Management Consultant, I changed jobs about every 18-24 months. It did not matter if I was in tax, auditing or consulting. It did not matter if my Boss was male or female. I had a daily conversation in my head that when something like this. ” Bob (Fill in the blanks with the Boss’ name) is an Idiot”.

You can imagine that with this perspective and negative mindset, I was not able to win a lot of friends or influence many of my bosses.

The growth opportunities were always therefore me. The problem was that I wasn’t picking up on these opportunities. I was in a victim mindset. People like my Mutha supported me in staying stuck. She said…”it’s not your fault you are really smart!” and she went on to say, “it’s not your fault you are a really hard worker!”. I would say “…you are right! It’s not my fault”.

That mindset kept the growth opportunities coming my way with more and more velocity. By the time I was 32 years old I had been diagnosed with a stress related chronic illness.

We can either get these growth opportunities when they come to us as a whisper, floating by our ear. Or we can wait until they feel like a rock in our shoe. If we continue to run from meeting to meeting in maniac mode, we will not be able to connect the dots or see these escalating patterns. Eventually the growth opportunity will be like a brick, hitting us on the side of our head!

Timothy Gallwey, Author of The Inner Game of Work, says that we all have to be a Student in the greatest seminar on Earth. The seminar is called: My Life. He goes on to say that maintaining this mindset of a student exponentially expands our intellectual, creative and emotional capacities.

Let’s all commit to take time today to give ourselves the gift of think time to reflect. Let’s start to put the pieces of our puzzle together. What are we putting up with? Where are we feeling frustrated and when have we felt that frustration before?

Don’t do what I did, spend almost 20 years of my life in a reactive, victim mindset, where the Boss du jour was controlling my career success and my quality of life.

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.

What Does Total Team Alignment Take on a Daily Basis?

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.

Who are we being that is giving “Bob” permission to not meet our expectations?

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.

Reach or Respond? You Choose!

In every moment something occurs.

We have a thought, someone says something or a situation arises.

The question is this.  Can we hit the pause button (as opposed to the snooze button that puts on auto-pilot) and bring our best self to that situation.

Can we choose to respond with thoughtfulness and purposefulness?

Or do we dive into activity without thought of the unintended consequences of our rushing into action?

Today would be a great day to practice the discipline of remembering to hit the pause button regularly.

Grow Your People, Your Productivity and Your Profits in Record Time, with Record Results

What’s the first step in creating these kinds of record results?

The key is to grow yourself. Make sure you capture every growth opportunity when they initially appear.  Build in a variety of ‘reserves of time’ to coach yourself, reflect on your current results and reflect on what Peter Senge calls, the Creative Tension…the gap between where you are and where you want to be.

Give yourself the gift of time to reflect, connect the dots and start to see around corners.

You will be amazed at how your people start to mature as a result.

You will be thrilled at how your productivity escalates because you are more proactive and less reactive.

Increased profits and market share will follow quickly!