Leadership is wearing high heels shoes and stepping strong.

Do you classify jobs by gender? What is your first reaction when you learn that the General Manager of a Regional Marine department is a female? Continue reading “Leadership is wearing high heels shoes and stepping strong.”

Needing Direction

What can business leaders learn from directors of plays?

It’s been a while since I’ve directed a play. I miss it. I miss the freedom to be creative, I miss watching something take form, I miss seeing other people create performances around me. I miss realising a vision.

This last point is one that really interests me. Directing a play is about the most immediate and swift creation of a product I can think of.

Continue reading “Needing Direction”

Great plans don’t materialize by themselves. You have to execute them!

Once the team/people have helped crafting the plan, they feel accountable for executing it. The more people are involved in the plan, the more they are aware of the expectations from them and the more is achieved. If you as the leader own the ‘WHAT’ of execution then your team must be the owners of the ‘HOW’. Using your leadership coaching approach ask how, specifically are they going to achieve their goals. Speak simply and directly about this.

We have now reached the fourth and last post of coaching elements (“Belief-Dream-Plan-Execute”) using lived experiences.

In my last post, I wrote about the importance of devising a strong plan so you can revisit your goal/dreams on a daily basis, ensure you (your team) are on track and heading in the right direction. Also made the analogy to a ship –  the crew prepares a voyage plan before departure and, during EXECUTION, external factors and (involuntary) conditions may force them to constantly alter its route but the destination is kept as a goal.

Continue reading “Great plans don’t materialize by themselves. You have to execute them!”

Battle readiness. How can leader know the team is ready? And more importantly, how to ensure we are ready?

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.

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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?”