How good is your training retention and application? Here we look at ‘Setting Objectives’ from the Leading Others programme.
This is the first in a series of Class Reunion articles where I reflect on leadership training courses I have facilitated in the past. I look back at the leadership learning lessons from the course and select one topic for special focus in each article. The topic for this article is Setting Objectives.
My questions for the participants is: how much of the learning have you retained; what has experience taught you in the interim; and how are you applying it now?
My challenge to anyone who has attended leadership training in the recent past is to Reflect, Refresh & Renew.
- Reflect on the skills you learnt – including referring back to your notes in the course workbook.
- Refresh your knowledge of the subject and re-learn how to use the skills – including examples of how you have developed your skills and knowledge since the course.
- Renew your commitment to applying the skills in your daily leadership practice – including sharing this commitment with your manager and/or leadership coach as part of your continuous professional development.
Read on for more about my focused leadership learning topic for the Class of ‘07 ….
Continue reading “Class Reunion – Leading Others Gothenburg 2007”
Include yourself in every win and loss and take time to have fun and laugh about your mistakes. They are a gift that life gives you.
Over the last 2 years, I have been blessed with the wonderful opportunity to lead an operational execution team and we have managed to put together a group of fine professionals. They combine knowledge and experience but also curiosity for improvement and a hunger for growth. It has reached a point where we need to stop and look around and reflect. The conclusion I have reached is that we dedicate ourselves to execute plans that are being handed to us… right? More reflection is needed to find the real purpose: We hold in our hands the service delivery promise to our clients. Suddenly a job with no apparent complexity has become one with the highest possible stakes.
Continue reading “Execution and Extreme Ownership The DIG/SET/SPIKE Principle”
Translating strategy into operational reality; breaking down strategic priorities or business initiatives into key tasks and identifying accountabilities; establishing communication channels, capacity, processes, resources and systems to ensure effective implementation and delivery of business goals; tracking progress.
In my previous post ‘Is impossible a fact or an opinion?‘ I wrote about arousing the earnest desire to win and that ‘impossible’, in the context of aiming higher, is an opinion! In business we often use armies or sports analogies when devising strategies to make it ‘catchy’ to our people. After all, we cannot win without the support and engagement of people. A leader succeeding without its people is the part where to me ‘impossible’ become a fact.
Last week it was commemorated the centenary of ‘the battle of the Somme’ and I thought ‘Battle readiness’ could be a handy topic for my next post.
Continue reading “Battle readiness. How can leader know the team is ready? And more importantly, how to ensure we are ready?”