Research has shown that only about 8% of company leaders excel at both strategy and execution. Leaders who master both strategy and execution start by building a bold but executable strategy, addressing the questions “What are we great at?” and “What are we able to achieve?” rather than coming up with lofty plans and asking functional and business-unit teams to do their best to execute. Next, leaders must ensure that the company is investing behind the change, which means linking the budget closely to the strategy.
Andrew Fayad is the CEO of eLearning Mind, a creative agency focused on designing custom multimedia and digital learning experiences. Here he is writing for Inc exploring a ‘Modern leadership Philosophy’ that creates a culture of commitment. Not surprisingly, we heartily agree!
When you embark on a new strategic journey to sustain and grow your organization in an uncertain world, what do you prioritize? If you’re like most of the leaders we know, you start with organizational structure and processes. We asked 80 senior executives from 20 countries and 25 industries where they focus their attention throughout strategic execution.
From professors to managers to mentors, I’ve had the opportunity to be inspired by some great leaders. When thinking about what they have in common, it’s easy for me to come up with some shared characteristics. They were all supportive, encouraging, charismatic, and motivated. They all had unique skills and valuable experiences under their belts.
But, personality traits aside, I identified one more common thread that ties all of my most memorable leaders together: the questions that they would ask me. Here are three questions to ask your own employees if you want to be seen as a better, stronger leader.
Great leaders know they have to motivate employees by painting a clear picture of where the job is heading and what is waiting for them down the road. Nothing motivates people in quite the same way as vision-casting for employees. If you can muster enough empathy for that employee, you know the job is a bit tedious.
A culture of trust yields higher engagement, happier employees, greater productivity, and higher profits. And it all starts in the brain.
“We need to discover anew what makes free-enterprise capitalism what it has been: the most powerful creative system of social cooperation and human progress ever conceived. We next need to rethink why and how we engage in business to better reflect where we are in the human journey and the state of the world we live in today.” —John Mackey
Call it intuition, call it gut instinct, it doesn’t really matter. We’ve all experienced it in some way. My intuition has saved my life three times. And if I had listened to it more, it would have saved me a lot of grief and money over the years.
In business it manifests with people, deals, projects, opportunities, customers – so many ways. We get a feel for what is going on with no real information, just a sense of what is going on and what we need to do about it. But for many people, the ability to hear and feel their intuition is a lost skill.
Thomas grew up in Georgia, the son of a self-taught electrician and a secretary. He credits his parents and humble background for shaping his work ethic and values, qualities that helped him work his way up to the chief executive position of Rapid7, a corporate network security company that serves nearly half of the Fortune 1000. It makes for greater communication, because it helps managers and others deliver feedback in a constructive way.