BETTER RESULTS FASTER
What We Believe
Leadership is about inspiring and enabling others
...to do their absolute best, together, to realize a meaningful and rewarding shared purpose. It’s not about the leader. It’s about them - those following the lead. Of course the leader has to set direction and priorities. Of course what the leader does to inspire and enable is important. But what the leader says and does is only important in terms of what others see, hear, feel, believe, and accomplish together as a team.
High-performing teams translate strategies into tactical actions decisively, rapidly and effectively
We call this ability "Tactical Capacity". Most work groups move slowly, dependent on direction and decisions from the leader. High-performing teams with Tactical Capacity come up with and initiate quick implementation of solutions. Strategy and resources are not enough; to create a high-performing team you must build Tactical Capacity. Think about FEMA after Hurricane Katrina. FEMA had actually run a drill on a major hurricane in New Orleans months before Katrina hit, but its plan collapsed and the team was paralyzed when the situation became different than expected. A positive example of Tactical Capacity at work was how NASA team members came together during the Apollo 13 crisis. The team reacted flexibly and fluidly to a crippling explosion en route, in space. Through tight, on-the-fly collaboration, the team did in minutes what normally took hours, in hours what normally took days, and in days what normally took months. Against the odds they got the crew home safely. NASA had Tactical Capacity.The best way to accelerate a transition into a new leadership role is to pause long enough to put an onboarding plan in place
And get a head start on implementing it. We have tested and evolved PrimeGenesis’ executive onboarding methodology in many different countries, cultures and environments, with all types of leaders. We have found there is a huge difference between the leader who has a plan, hits the ground running, and makes an impact on their first day on the job, and the leader who waits until day one to start planning.Everything communicates
Make sure people are seeing and hearing things that will lead them to believe what you want them to believe about you and about themselves in relation to the future of the organization. What you do, and don’t do sends a message. Take control of your message. Everything communicates. People read things into everything you say and do, and everything you don’t say and don’t do. Thus you’re far better off choosing and controlling what they see and hear, and when they see and hear it, than in letting others make those choices for you.
Continuous learning is the best reward
We are privileged to be able to help many top companies and public service organizations accomplish complex leadership transistions. With each executive onboarding and transition acceleration assignment we deepen our knowledge and evolve our tradecraft. Every opportunity to learn rewards us deeply. |