In the current dynamic business landscape, where uncertainty is the only constant, organizational resilience has become paramount for survival and growth. To achieve organizational resilience, agile leadership emerges as a key solution. It offers a framework that not only adapts to change but thrives in it.
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In reading news apps this week, it is apparent that the economic environment is in turmoil. One report showed massive layoffs in well-known companies and predicts more. Another story reported on the January jobs report that showed stronger hiring in certain industries. Then there’s the situation with new rules at the Panama Canal and the conflict around the Suez Canal—both of which promise to impact global supply chains and drive costs even higher. And then there’s crippling inflation which squeezes companies relentlessly as they find themselves squeezed between rising costs and consumers who can’t pay more. [Read more…]
In recent years, organizations of all sizes and at all stages of development have faced competitive, excruciating external pressures in dealing with disruption and economic upheaval. At the same time, employees have come to demand a kinder, gentler workplace with managers and supervisors who demonstrate more compassion. The result is a disturbing trend. I want to say that managers and supervisors “balance” too many responsibilities, but it goes further than that. These leaders have more and more tasks and responsibilities assigned to them—often far too many to execute.
The past three years have led organizations through one disruption after another. Leaders had come to believe that proactive planning and decision making were made impossible by the roller coaster environment. More than ever, proactive planning around strategy and execution is vitally important. Customers, suppliers, stakeholders, and employees at all levels of the organization are in dire need of rejuvenation that comes with sound organizational direction and stability. Four questions we should be asking to help build an intentional strategy are: [Read more…]
I saw a Patagonia label on a friend’s jacket, and it caused me to think about Patagonia and about corporate purpose. Patagonia achieved remarkable results by re-framing their corporate purpose–from more devoted customers and stakeholders to dedicated employees. Why has Patagonia become a brand so closely aligned with doing good? How did they do that?
According to a 2019 Forbes article: in 2018 the company “changed their mission from a product/purpose hybrid of ‘Build the best product, cause no unnecessary harm, use business to inspire and implement solutions to the environmental crisis’ to the clear, short, purpose-driven mission ‘Patagonia is in business to save our home planet.’
There’s no doubt that Patagonia’s change in company purpose has been good for business, and a re-framed purpose statement can be good for yours. It helps in many ways. In a 2020 blog, I highlighted six positive outcomes that result from a strategically re-framed purpose statement: [Read more…]
With recent layoffs, crushing inflation, and cost cutting across organizations, leaders at all levels of organizations are dealing with belt tightening. More and more they are being asked to do more with less. Easier said than done. Is that request realistic, or does it mean demanding more and more from employees—perhaps to the point of jeopardizing retention?
How can your organization truly do more with less, get the work done, meet goals–all while having sustainable workloads? It is possible, and there are four steps to follow to get there. [Read more…]
At some regular interval, your organization reviews and refreshes its strategic plan. Now that we are well past the end of Q2, how much have you thought about a key factor that will help you execute your strategy: your organization’s leadership pipeline? Do you have that nagging question in the back of your mind that you may not have the leadership needed to achieve the long-term strategy? Do you have a structure and process in place to develop the leaders you’ll need? Current leadership development processes and programs in your organization may be doing a good job of developing today’s leaders, but what about tomorrow’s?
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In response to uncertainty, inflation, and a slowing economy, many organizations have become leaner—squeezing employees and managers to the breaking point—bringing burnout to an all-time high.
There are a number of approaches that could alleviate the situation and re-energize employees and the organization; however, you may want to consider fixing the two things that frustrate employees most. [Read more…]
Many organizations have explored and experienced the advantages of hybrid work: better flexibility and life balance, along with reduced commute time. For employers, hybrid provides an edge in recruitment and retention, and allows them to source talent globally. However, some companies are finding the current economic environment challenging—with layoffs, the economic downturn, and global insecurity eroding performance. Leaders report their organizations seem more fragmented and teams seem to be losing the momentum gained during early days of hybrid work, and leaders are considering doing away with hybrid work entirely. It’s time to rethink hybrid work. Begin with these four steps: [Read more…]
In the current business climate of disruption, uncertainty, and historically high inflation, organizations are looking to make innovative improvements, boost output, and trim cost–all at the same time. They’re counting on their teams to get it done; and in many cases, leaders are more and more disappointed by their teams’ performance.
When we read success stories of high performing teams, they are characterized by certain attributes: they meet or exceed challenging goals, they improve morale and reduce employee churn, and members hold each other accountable.
Why don’t more of our teams measure up? Although there are many contributing reasons, three stand out. [Read more…]
