Maximizing Leader Potential
Organizational Development
Q. How do we turn a tactical operation into a strategic function?
A. The first crucial step is assessment–both the departments’ processes and the team. Then, focus on team strengths in light of the goals and work to enhance and mitigate weaknesses.
A. Engage capable leaders in key decision-making roles to develop a short term action plan. From there, assess the lifeblood positions and determine necessary skill sets. Establish “keepers” and reassign those better suited for other roles.
Q. Our organization is in crisis and requires extensive changes affecting people, processes and systems. Where do you recommend we begin making changes?
A. Assuming senior management has developed an actionable vision plan, begin by assessing the organizational assets—systems, processes and people. Empower department heads to provide recommendations and set priorities that always ladder up to the vision. This methodology will aid in and expedite the transition… and, make it less “painful” for all.
Succession Planning
Q. We go through an annual succession planning process then put it on a shelf. What are we missing in this process?
Q. We had a key employee pass away leaving a gap in the organization. How can we be better prepared in the future?
A. First and foremost, address employee grief. Work is a second home for many and a loss can create shock and sadness. For vital organizational positions, develop a formal succession plan that can seamlessly be implemented if a situation arises. Identify key replacements and high potentials. Then, create a training plan for any skill enhancements necessary for successful transition.
Q. How can we improve the diversity of our executive staff?
A. Start by developing a diversity vision for your executive staff. Capture the demographics (ethnicity and gender) of both key replacements and high potentials during the succession planning process. Additionally, offer executive shadowing for internal candidates enhancing experiential learning. Track results, including retention, year over year.
Leadership Development
Q. We currently “knight” our supervisors. How do we change this practice with the ultimate goal of improving morale and the bottom line?
A. Simply eliminating this practice could send a message of culpability. Instead, amend the practice to compliment hard work and good behavior of all through a program, such as an “employee of the month” or “featured employee” program. This approach allows individuals at varying levels the ability to be recognized for their work. And as a byproduct, implementing this new practice could actually motivate and improve productivity replacing the current negative perception.
Q. What can we do to expedite the integration of new managers into the organization?
A. Conduct a New Manager Assimilation session for the managers and their staff. As part of the collaborative process, engage the team to aid in developing a 100-day action plan.
Q. How do I implement a formal evaluation system that measures my staffs’ leadership development skills?
A. Identify the key leadership competencies important to your organization. Develop metrics to evaluate your team’s ability to achieve. Hold underperforming staff accountable for improvement in reasonable steps and revisit at regular intervals.
Executive Coaching
Q. Our CFO is a great technician but has behavioral issues. How do we “fix” the issues without her leaving the organization?
A. Have a heart-to-heart discussion with her using specific examples of issues, conduct a 360-feedback review, develop SMART goals for 2 or 3 areas of greatest concern, and utilize a coach.
Q. Our top sales manager has behavioral issues that may lead to legal issues. We can’t afford a lawsuit, but don’t want to lose revenue. How should this be handled?
A. Which risk is greater; the loss of revenue or a potential lawsuit? He needs coaching to help him understand the consequences of his unacceptable actions.
Q. Our organizational culture is completely opposite of our new CIO. How can we get him and everyone else back on the same page?
A. Advise him of the concern and the challenges it’s creating within the organization. Hire an executive coach to determine the CIO’s receptiveness to adapt to the current culture and provide an action plan for success. Also, conduct a New Manager Assimilation session with the CIO’s staff.
