We all hear and participate in the business jargon and have either become immune to it or are completely amused by it. I personally like playing a silent game of “Business Jargon Bingo” in my head when someone starts spewing the terms like “we need to stay in the swim lane,” “we need to do something new to move the needle,” “let’s set some time to get to know each other more and I will open up the kimono”, “we’ve got to start innovating to get off of this burning platform,” and of course the all-time classic, “we’ve got to get more voice of market data so we can understand the entire business ecosystem.”
Read More >Robert Brodo
Recent Posts
As readers of the blog hopefully know, I use this as a forum to share Business Acumen, Business Leadership, and Strategic Business Selling insights, ideas, and tools to help organizations, leaders, and individual contributors become more successful in their jobs of executing the strategy of the business.
My team of researchers, consultants, and I are constantly scanning the business universe for “weak signals” of changes and potential disruptions that will impact you in the near future. One of the many weak signals of change that recently captured our attention is the concept of “reinventing the business organization.”
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If you are an individual contributor or a mid-level leader in a global business, you may have noticed that your leaders - the people you’re report to - are angry. They are frustrated, upset, short-tempered, and unsure of how to lead effectively in a world that is increasingly volatile, uncertain, complex, ambiguous, and is lacking of people taking on self-responsibility.
There are an infinite number of theories about what’s going on and why your leaders are becoming this way. All too often they are hearing and experiencing their direct reports dip into the bucket of excuses about why mistakes are being made and why business objectives aren’t being met. The general excuses fall into the following archetypes:
Maintaining the Long-Game in a Short-Game World
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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.
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