Maintaining the Long-Game in a Short-Game World
Read More >Robert Brodo
Recent Posts
One of the classic and most revered frameworks in all leadership development is the Hershey / Blanchard Skill Will Matrix. This framework presents leaders with a roadmap for how to effectively lead, delegate, and empower direct reports and others they need to influence based on the levels of Skill and Will the person has relative to performing in a job or task.
As a facilitator of dynamic business simulation-centric leadership learning journeys, I have used and referenced this core framework thousands of times and shared with participants how and when to use each of the four quadrants as a situational leader.
Read More >
It’s no secret that we have now exceeded all reasonable expectations for what living in a Volatile, Uncertain, Complex, and Ambiguous (VUCA) world should be like. Basically, the chaos of the global business world and the global geopolitical world is the new normal and people and the stock markets seem to be adjusting just fine.
One area of immediate and potentially catastrophic concern for many business organizations is how to retain their best people during a volatile change in the business. Volatile changes could include mergers, spinoffs, mergers then spinoffs, new start-ups, entrance of a new disruptive competitor to your market, or any other change that radically alters the way you go to market. In my opinion, the skills and tools required to be successful are based on strong Business Acumen and Business Leadership skills. Based on years of research, observations, and talking with thousands of leaders and contributors of success, here are three ideas of how to leverage Business Acumen and Business Leadership skills to make sure your company, business unit, and team is retaining your great people in times of uncertainty.
Every Monday morning around the world, in millions of business offices, a version of the following conversation can be heard.
“How was the weekend?”
“It was ok, I spent most of it working for like the third weekend in a row just to catch up. It feels like we work and work, but can’t get anything accomplished.”
The conversation then turns into a pity party about all the obstacles, issues, and challenges the company has, and how everyone must work extra hard to get anything done.
Probably Not!!
As readers of this blog know, the majority of the insights, stories, and key learnings I present for consumption are based on our real-world experiences working with some of the world’s largest and most successful (and unsuccessful) business organizations.
Today, I am sharing an interesting story about how one of the most influential companies on the planet is teaching and supporting its own sales force to do the wrong things without consequence or accountability.
Obviously, the names and specifics have been changed so as not to embarrass anyone (or get us into legal trouble) but what you are about to read actually happened.
Read More >