Over the last 10 years, I’ve helped more than one hundred leadership teams implement the Entrepreneurial Operating System® in their companies. These entrepreneurs and teams all came to me for one simple reason – they weren’t getting what they wanted from their businesses. In our journey to clarify, simplify and achieve a company’s Vision, I’ve found that 80 percent of the time, one or more people change on the leadership team within the first two years.
Nobody talks about the elephant in the room. It’s too uncomfortable. “It’s too embarrassing,” you think, “If I bring that subject up, then everyone will know about it.” But here’s the thing – people know about the elephant in the room, and ignoring it is causing more problems than it’s solving.
Several of my clients recently asked for help in putting together company or departmental scorecards. For many organizations and leaders, finding the right set of 5 to 15 leading indicators that provide an absolute pulse on the business (or the department) is a difficult challenge. Often it takes several months or longer to truly fall in love with your scorecard.
Like most worthwhile journeys, strengthening the Data Component™ starts with a single step.
Some people are great at avoiding conflict in the workplace. All you need to do is keep your mouth shut or yield to the strongest voice in the room. If I am describing you, I want you to consider how damaging that behavior is for both you and your team. I also hope to give you some simple, practical suggestions for becoming a healthier fighter.
Great managers are hard to find. Great managers have a true gift and a passion for getting the most out of people. Great managers possess a unique ability that is not in everyone. Having worked with hundreds of managers over the years, I now see clearly the ones who truly want to be great managers and the ones who are doing it for other reasons, e.g., ego, advancement, having nowhere else to go.