Tuesday, November 30, 2010
Monday, November 29, 2010
Sunday, November 28, 2010
Friday, November 19, 2010
1. Understand the 'Framework' your new organization is using. Every consulting firm will be using their own proprietary 'Framework' or 'Model' or 'the way things are done here'. It is extremely important to know this thoroughly and start talking that language.
2. Forget that you were an achiever in the past. In Marshall Goldsmith's words, "What got you here, won't get you there". Think that you are starting afresh! List down the new skills you may have to learn in the new place to succeed.
3. Draw / Visualize the new market landscape. Talk to as many people as you can and try to understand the new market that you are in. Who are the players (Competitors)? What do they offer? How different are you? etc
4. Understand the internal organization dynamics (read - Politics) - Who could be your sponsor? Who could sabotage your efforts? Who could get 'Inspired' by your ideas (they are so inspired and take your ideas as their own - mind you... they are not 'Stealing' ;-) _
5. Be assertive. You've to balance between an aggressive 'prove myself' mode and a submissive 'I'm just a beginner' mindset. You do certainly bring some value and thats the reason they've hired you. So be grounded and speak assertively.
If you've done such transition, please share your lessons...
Sunday, November 7, 2010
Saturday, November 6, 2010
Posted on October 11th, 2010 by admin in Innovation, Leadership
At one time or another all great leaders experience something that is so big, so impactful, that it literally changes the landscape. It’s what I call a “Game Changer.” A game changer is that ah-ha moment that creates an extreme, disruptive advantage or improvement. What’s interesting is that the best leaders proactively focus on looking for game changers. Sure, great leaders never lose sight of their core business, they pay attention to managing risk, etc., but they spend far more energy intentionally searching for opportunity, but not just any opportunity – a game changer. In the text that follows I’ll not only provide you with a blue print for finding game changers, but I’ll also ask you to share your experiences and insights as well. I hope this post is a game changer for you…
Mike calls SMARTS
Everyone is pointing in different directions. He then asks the group to imagine that they had to take ten steps in the direction they were pointing. Obviously total chaos would result. He then pulls out a compass and shows everyone where true north is. With a compass, everyone could take ten steps in the same direction and the entire large group would be going in the same direction without bumping into each other.
Achieving alignment is one of the most elusive dimensions of business success. Applying Covey's demonstration, the first step is deciding which direction do we want to go. Where is "true north" for our organization? This may sound simple, but many organizations fail to get agreement at the top levels of where true north is for the organization. Instead, functional or department leaders create their own idea of true north. For an organization to have a chance of achieving a high degree of alignment, there has to be one true north for the entire organization. The definition of true north includes the vision, mission, and values of the organization. It also includes the key strategic objectives that support the mission and vision.
Read more: http://www.articlesbase.com/management-articles/organizational-alignment-1076014.html#ixzz14Yct7mwb
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