Strategies are often decided by senior leadership and handed down the ladder. As we’ve discussed in previous articles, when higher-ups make crucial decisions in isolation, those on the receiving end feel disconnected from the process.
As we discussed in our last blog post, it’s not that being an operational leader is bad; it’s that strategic leaders have a broader perspective that enables them to accelerate results, drive exciting change, and be truly innovative.
Part of our jobs as leaders is to think strategically—to see the big picture and plan accordingly. Many of us include strategic planning on our annual or quarterly calendars to make sure we have focused time to specify our goals and consider the best ways to reach them.
As we approach the end of the year, I have been talking with my team about celebrating more. Their first response was, “Why, we haven’t hit our biggest goals yet?” I responded to them and said, “By celebrating now, we will ensure we hit our goals.”
One of my mentors once said, “The quality of your questions will determine the quality of your life.” I return to that wisdom almost daily as I explore new questions for my own leadership as well as the leadership of my executive coaching clients.
Are you ready to have more success and higher levels of performance in the fourth quarter han you had all year? Interested in finishing the year so powerfully people will ask you what you have done to make it all happen?
As we approach the final quarter of the year, it is inevitable that you or your team will experience lack of engagement. The work of a great leader is to notice the disengagement, understand it then introduce strategies to re-engage people.
As we step into Autumn (or Spring for all my clients and colleagues down under), it’s helpful to reflect now on your progress for the year. Most people wait until November to think about finishing the year strong but, by that time, it’s often too late.
Many leaders dream of feeling more free in their roles - free from deadlines, free from pressure and free from ongoing demands places on them. Unfortunately, this is so often the opposite of many leaders’ day-to-day realities.