When you think of business strategy, what variables come to mind? The market spaces you choose to compete in? The products and services you offer?
When people find out that I used to coach college football and we won a national championship, they often ask: How applicable is coaching sports to coaching in business?
Inspiration for my weekly blog comes from many sources. Now, after more than 300 posts, I’m reaching out to another source … you.
When it comes to investment strategy and execution, Warren Buffett is peerless. His net worth of over $80 billion bears testament to that. And when the term “investment guru” gets thrown around, it’s his name that most often comes to mind.
For the past twenty years Fortune magazine has published an annual list of the 100 best companies to work for. A company typically made the list because they offered exceptional perks and benefits, and created cultures in which employees felt valued and trusted.
We conduct a lot of employee surveys. What we’ve learned over time is that the #1 issue most organizations struggle with is communications. Yet despite this, some organizations communicate very well.
The labor market is tight. Many would say brutal. As a result, numerous companies now realize that if they can’t hire people with the right skills, they’ve got to develop skills in the right people.
Most leaders are enlightened enough to know that you won’t get very far these days being a dictator. Sure, you’ll get compliance – at least in the short term – but you’re also likely to get low morale, poor productivity, and excessive turnover.
We have a greater capacity to measure than ever before. Increasingly sophisticated data collection methods and tremendous analytical power enable us to delve deep into critical business issues, such as operational performance and customer behavior. It has opened up a world of opportunities.
Every organization struggles with it. The battles and breakdowns that occur in the spaces between the boxes on the org chart. So, how do you bridge the cross-functional chasm?
Lately, I’ve been thinking a lot about managing paradox – concepts that are seemingly at odds with each another. Last month I posted a blog on the topic, making the case that many of the paradoxes leaders are faced with are actually false paradoxes.
His question stopped me.
We had won a national championship the year before – the top team in college football. As a young assistant coach it was a tremendous experience, and it taught me what it takes for a team to succeed. Yet when Frank, our head coach, asked me the question, I was baffled.