Could you answer the following?
We are happy as to how strategy happens here
We know how we compete and how we do not
We know where we compete and where we do not compete
We fully understand the links between our strategic choices and value creation
Our strategy is clear and is understood by all
Our Key Performance Indicators are superbly aligned to our strategic Key Success Factors
Some research just published suggests that when considering a job offer, today’s professionals consider the organisation’s values to be a significant factor; some 52% of those surveyed would turn down a job offer if the company’s values were either not published or not aligned with their own personal values.
Despite this, 36% of organisations do not include their values on their websites, 61% fail to mention them during interviews and a whopping 75% fail to mention them in their job ads!!
Is this a case of times changing and employers failing to keep up with the demands of younger generations who are now, more than ever, selective about who they work for?
There’s an interesting article in this month’s edition of Director, the IoD’s magazine, setting out the pros and cons of open-plan offices. I suspect that the ideal solution is a combination of both; i.e. open-plan working but with readily available breakout areas or offices for when some privacy or just peace and quiet is required. It would be interesting to hear if anyone has experience or evidence to support either the pro or con camp.
An interesting last question to ask at a job interview..”What would make someone not like you?” Not designed to cause embarrassment but rather to see how people react to an unexpected question. As a recruiter once told me..We advertise for CEO’s and human beings turn up….At the end of the day we hire people and not a resume…
There has been a lot of discussion recently about employee representation on boards and, it seems, this is an initiative supported by the new Prime Minister. We have heard the pros and cons, mostly from existing and entrenched positions, but it would be interesting to hear from anyone who has practical experience this subject.
Here we go again!!
Once again, lack of financial awareness manifests itself at board level. Paul (Reverend) Flowers, former Chairman of the Co-op Bank, admitted to MPs this week that he thought the Co-op’s total assets were about £3 billion; they were actually £47 billion!!!
Lack of Clarity on the Reasons for Success
Great CEOs hold their associates accountable for knowing what causes results.
CEOs focus on what to do and let associates take care of the ‘how’, expecting them to understand the activities that lead to success.
The difference between champions and good performers isn’t always that great.
Champions win consistently because they understand what causes a win.
Successful CEOs encourage the use of reliable, continuously improving and innovative methods of getting work done.
Do you know the 3 biggest reasons for your organisation’s success?
Absence of a Clear Vision And How Do The Military Overcome This?
Successful CEOs lead the organisation to where it needs to be and find ways to get buy-in at all levels.
This is hard. After all, if it were easy all organisations would do it well.
If you were to ask an employee what your shared vision is, how confident are you of the answer?
Done right, clear vision can substitute for the field manual, empowering everyone to make crisp decisions in the company’s interest.
An equivalent of this is ‘Commander’s Intent”.
This is a practice used in the military to achieve swift progress where the need for overly detailed instructions is over-ridden by a clear intent which initiates a force’s purposeful activity.
It represents what the commander wants to achieve and why and binds the team together.
The principal result of decision-making, it’s normally expressed using effects, objectives and desired outcomes.
The best intents are clear to subordinates with minimal amplifying detail.
An example would be when attempting to take an outpost.
Rather than minutely detailing the actions as the enemy advances or withdraws, the force knows the intent and is skilled, empowered and motivated to act swiftly and effectively, ensuring the safe capture of the outpost.
Failure to Start With ‘The Why’
Before buying into what to do, powerful leaders know that followers, whether employees or customers, must first buy into WHY to do it.
Steve Jobs of Apple is a prime example of this, “In everything we do, we believe in challenging the status quo and thinking differently.
We do this by making our products beautifully designed and simple to use.
We just happen to make great computers. Do you want to buy one?”
The result? Employees AND customers buy into the Apple vision, happily pay more for a computer (and want to work for a company) that reflects their values.
So, what’s Your Why?
If you don’t yet have yours developed, how do you do this and communicate it effectively?
Balance Sheets’ Unbalanced Views
A Balance Sheet is often referred to as a snapshot and with good reason. It looks at a business on one day of the year and as such can be quite misleading.
Do you ever ask yourself why that company has chosen that year-end? Most businesses will choose a year-end that makes their figures look better.
“Are we making money?” is a statement often heard on Boards. What does that mean? Do they mean profits or cash? Or both?
Profits and cash are different things; a business can be profitable and cash negative, and vice versa. Remember…”You only run out of cash once.”
Ask us about how we can equip you to gain a balanced view.