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How (1/2)?
- Identifying the leadership roles needed to transform your company for the future. For your company to remain relevant, it will need distinct capabilities that allow it to deliver on its purpose, along with leaders who can envision its new place in the world and mobilize it to get there. What positions do you need on your executive team to make that happen?
- Assembling the right people. Having identified the roles your team needs, you next have to think about who will best fill them. Which individuals should you bring together so that you have the necessary talent and diversity in the C-suite
5
59 reads
How (2/2)
- Focusing your leadership team on driving the company’s transformation.What structures and mechanisms will help you lead the company to its new destination?
- Taking ownership of your leadership team’s behavior. Building the distinctive capabilities that will allow you to create real advantage requires a high degree of collaboration and a commitment to developing a team mentality so that the disparate parts of your organization operate as a harmonious whole. How can you build trust and a culture that powers the organization’s collective success?
5
25 reads
Details Steps!
- Look for people with varied experiences, who have worked within different ecosystems and understand the capabilities, technologies, channels, and transformational approaches you will be deploying.
- You want leaders who have demonstrated that they can build and scale up the capabilities you aim to perfect.
- Your team should reflect the diverse voices of your total ecosystem—including the customers you seek to serve, your workforce, and your partners. Very likely, those voices will cover a range of gender identities; national, racial, and ethnic origins; abilities.
5
33 reads
We talk about the need to both perform and transform. If you only transform but don’t perform, you have no here and now. If you only perform but don’t transform, you have no future. Therefore, in our scorecards we measure both. In our reviews we talk about both. And the targets that I give to all my executives…always [include] some transform objectives.
PHILIPS’S CEO, FRANS VAN HOUTEN
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22 reads
Strategic Executor
The role of the leadership team does not stop with making big choices; senior executives must also see that their decisions are successfully implemented. That’s what the “strategic executor” leadership paradox is all about. Your top people will need to get their hands dirty working through the implementation details and making sure that the activities of disparate parts of the organization add up to a coherent whole.
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21 reads
How to tell is team is actually leading? (1/2)
- How much of your time is spent running the day to-day versus shaping the future
- How much of your time is spent reacting to what others in the organization bring to you, rather than driving the top team’s agenda?
- How often do your strategic discussions lead you to make hard choices about your company’s future?
- When your team spends time on strategy, do you focus on the external environment or the bold choices that your organization must make?
- How much time do you spend reviewing actions after the fact versus proactively shaping actions and a direction?
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12 reads
How to tell is team is actually leading? (2/2)
- How often do you ask people to come back with more-detailed proposals because your team doesn’t quite have the energy or the clear vision to be decisive?
- How often do you spend time debating who is responsible for solving an issue rather than addressing it?
- How often do you and other members of the leadership team work together on issues?
- How well do you know your colleagues on the leadership team?
- Do you get the feeling that they care about your success, and do you care about theirs?
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8 reads
CURATED BY
CURATOR'S NOTE
Leadership Transformation and Success
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