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Organizations don’t change. People change. Many companies move to change systems and structures and create new policies and processes but fail to address&...
Companies that only look outward in the process of organizational change, and dismiss individual learning and adaptation make two common mistakes:
Individuals have their own beliefs, priorities, values, and fears that influence how they respond to different actions. Looking inward is then a way to examine your own modes of operating to learn ...
There are two dimensions of looking inward that lead to self-understanding.
State awareness is more than just "a state of mind." It involves the perception of a wide range of inner experiences in the present moment and the impact on your behavior.
Many senior exec...
Learning to look inward in the process of organizational transformation helps individuals to align what they intend with what they actually say and do, to influence others. This is known as the per...
It is not enough to use various assessment tools, because we all possess the full range of qualities these assessments identify to varying degrees. You need a more nuanced approach that recognizes ...
Map the Big Four. The Big Four can be thought of as an internal leadership team that occupies an internal executive suite:
People who fail to notice when they are becoming annoyed, judgmental, or defensive in the moment are not choosing how to behave. We all need an inner "lookout."
It is critical during a period...
Translate awareness into organizational change. Those open eyes will be better able to spot obstacles to organizational change.
For instance, a company becomes aware that the absence of c...
While dealing with resistance and fear is often necessary, it’s rarely enough to take an organization to the next level. Organizations must unlock the full potential of individuals.
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A leadership signature: Who you are as a leader and how you view and approach the job.
Sensemaking refers to the process of creating meaning out of the chaotic world around us.
We need to make sense when something in our environment seems to have changed. We collect data, learn from others, look for patterns to create a new map of the landscape. Then we experiment with new solutions to see how it will respond to this new environment.
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Most leaders have familiar approaches to managing time: setting goals, planning, delegating, tracking commitments, and creating to-do lists. While these approaches do help in self-organization, the...
Instead of increasing the number of productive hours, we can focus on getting the right things done in a timely way. We also need to restore and balance ourselves, our colleagues, family and environment, instead of a neurotic or pathological focus on deadlines.
Find out what's truly important to us and use the finite resource of time wisely.
Phantom workload looks like real work but results in massive unproductivity and even conflict in an organization. The pressure to meet unrealistic expectations causes a vicious cycle of further workload.
Leaders need to take a hard look at what is being avoided or not addressed. Facing difficult tasks that were 'swept under the carpet' earlier strengthens them further to make hard decisions and face difficult people and situations.
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Certain organizations have the capacity to transform themselves, if the leader who is in charge, has the vision and the will for it.
It's not very often that short-term profitability and a se...
A leader with clarity of conscience and a readiness to speak up can make a difference, and contribute to the greater good of humanity.
Cultural change can be made possible even if a middle-level or lower-level manager puts together a radical vision and gathers momentum from his peers.
Taking challenges continuously, big or small, contributes to your 'challenge taking' skill-building, preparing you for bigger milestones in the future.
The skills that are built, eventually operate in different areas, sometimes in unplanned and unanticipated situations.
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