Trust is widely understood as a necessary ingredient for effective leadership and collaboration. But it’s another word we tend to be sloppy about.
Trust requires more than having integrity — or “being trustworthy.” It also requires actually being trusted.
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Being strategic involves more than strategic planning, but that planning cycle is one place it often shows up. When I think about the strategic planning work that has been most impactful over my career, the impact has come not from the content of the plans themselves but from the commitment of the leaders behind them to use the strategy as a decision-making guide. These are people who have embedded the intentions of their strategic plans into the daily workings of their organizations over the long haul. As a result, they have plans, as I say in the strapline of my book Sightline, that “gather momentum not dust.” Here are two such examples, in the early stages of their strategy implementation cycle:
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We tend to be sloppy about the word “strategic.” If we were sitting in a group and I asked you to define it, I suspect people would struggle with the task. They’d probably default to someone who can write a strategic plan. Yawn.
Continue reading “The Secret Sauce of Strategy”
I am confident you’ll be able to relate to the folks I’m highlighting for their embodiment of adaptability because, as for many of you, they’ve had to navigate a fundamental change (or several!) in their work over the past few years. It’s asked a lot of them, but they have found their way through with grace and humour.
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No one needs to be convinced that adaptability is necessary.
But maybe we do need reminding that adaptability is:
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- a skill (not a trait),
- comprised of other “sub-skills,”
- and therefore, there are almost unlimited ways to improve it.