Tag Archives: Leading in crisis
The willingness and urgency to change are based on emotional readiness not intellectual understanding.
If intellectual understanding – knowing what we should do – was all it took to change, the gap between realizing we need to do something different and the work of implementing that change would be non-existent. But that’s not how it works. Continue reading
Why did you write a book about change?
The host of a recent radio interview was being polite and, I suspect, genuinely interested. But the question is an important one—a quick search on Amazon.com found over 150,000 book titles that have something to do with change.
Let’s assume that some of those titles are duplicates for hardcover, paperback, Kindle, etc. That still leaves thousands of books written on the subject. Aren’t those enough?
The short answer is, “No.” Continue reading
Scott Keller and Carolyn Aiken, consultants at McKinsey & Company, suggest that 80 percent of what leaders care about and talk about when trying to enlist support for change does not matter to 80 percent of the workforce.
To gain the commitment for the change that you want, you must connect with people where they are. You do that by making the change relevant and real. Continue reading
This week’s blog is a rant about the sequester that went in place in March. If you are sick and tired of the discussion, check back next week for something else. If you want to understand the impact of irresponsible leadership, read on. I promise this will step on everyone’s toes. Continue reading
he Great Depression created the environment for companies such as Texas Instruments and Hewlett-Packard. Microsoft, Genetech, and Apple were all founded in the oil shock and stock market downturn of 1973 to 1976. And, the legendary brands of the next fifty years, I believe, will be created in the crucible of today’s challenges.
The same principle applies to personal wealth, and that is why you must read Risky is the New Safe by Randy Gage. Continue reading
What if the unemployment rate is the wrong measure?
The U.S. economy added 243,000 jobs in January 2012, and the unemployment rate dropped from 8.5 percent to 8.3 percent.
That’s huge, and everyone should be excited regardless of their political affiliation. This is the type of employment gain that solidifies the economic recovery.
But, what if the right number turns out to be the wrong measure? Continue reading
So here’s a scary thought: What if the turbulence that we’ve seen in the past three years is the new normal?
This is an exciting time to be in the business of building a team, a department, and an entire organization. It is not for the faint of heart, however.
The legendary brands of the future are being created today by leaders and organizations who relish the opportunity to compete and master life in the new abnormal.
The reality of today’s market-driven world is brutal. We are all better at some things than others. Most of us are actually excellent – or at least better than average – at some aspects of our business or personal performance. And, that doesn’t matter unless what we do well adds value to the customer. Continue reading
The numbers are in, and people lack confidence. Not all people, but enough of them to slow consumer spending and business investment.
Lack of confidence changes behavior. Confident consumers spend more money because they believe the future will be positive. Confident sales people make more sales because they trust their ability and the value of their product. Confident companies invest in innovation, talent development, and new equipment because they believe that they will be rewarded for their investment. Continue reading
The U.S. economy is in a self-fulfilling death spiral propelled by mistrust. There is a good chance that the same thing can be said of your industry, your employer, and your career.
Growth requires investment, and that requires confidence. You can’t cut your way to sustainable growth.
When trust is absent, people naturally protect their immediate self-interest. This will occur even if it leads to their long-term individual and collective undoing. Continue reading