Leading people and organizations is fundamentally more complicated than it was 20 years ago—and it’s not getting any easier. Economic and global uncertainties, along with innovative technologies, complicate efforts to run a business.
Businesses are also becoming more intrinsically complex. It’s harder to predict outcomes because intricate systems interact in unexpected ways.
Interpreting data also proves more challenging because:
- The degree of complexity may lie beyond our cognitive limits.
- Past behavior may not predict future actions.
- In a complex system, an outlier may have a disproportionate impact.
Staying on track is much easier with a guide or checklist. Michael Useem, a professor at The Wharton School of the University of Pennsylvania and bestselling author of The Leadership Moment, has published The Leader’s Checklist to create a clear roadmap for navigating any situation. Key questions help customize the list to fit specific needs.
This article summarizes the leader’s checklist for clarity for managing complex organizations.
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This is a brief synopsis of a 1800 & 1000-word article suitable for consultants’ newsletters for executives and leaders in organizations. It is available for purchase with full reprint rights, which means you may put your name on it and use it in your newsletters, blogs or other marketing materials. You may also modify it and add your personal experiences and perspectives.
The complete 1800-word article includes these important concepts:
- Complicated Versus Complex
- Managerial Blindness
- Real Cooperation
- 12 Leader Checkpoints
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“The person who figures out how to harness the collective genius of their organization is going to blow the competition away.” ~ Walter Wriston, former CEO Citicorp
If your people continue to think and act as they do now, can you expect to achieve the results you need?
If your answer is no, then changing your organizational culture is not an option—it’s an imperative.
The ultimate responsibility for both the Colombia and Challenger shuttle failures fell on NASA’s organizational culture and the executives who ignored, dismissed or minimized the engineering experts.
How can changing organizational culture prevent disasters? And conversely, how can we use culture to drive spectacular results?
Research shows that the right culture champions high levels of performance and ethical behavior. When organizations design and support a culture that encourages outstanding individual and team contribution, they achieve amazing bottom-line results.
Optimizing your culture should command as much attention as performance metrics, operations, finances, sales and every other organizational discipline.
In Change the Culture, Change the Game, authors Tom Smith and Roger Connors write: “Either you manage your culture, or it will manage you.”
This article examines how culture drives results and how you can rapidly effect change in your organization by optimizing the culture first.
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This is a brief synopsis of a 1500 & 850-word article suitable for consultants’ newsletters for executives and leaders in organizations. It is available for purchase with full reprint rights, which means you may put your name on it and use it in your newsletters, blogs or other marketing materials. You may also modify it and add your personal experiences and perspectives.
The complete 1500 word article includes these important concepts:
● What Drives Results
● Manage Your Culture
● How People Experience Work
● Achieving True Accountability
○ See it
○ Own it
○ Solve it
○ Do it
● When to Change the Culture
● Change Begins with Desired Results
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