The Pivot Orchestrating Extraordinary Business Momentum...
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[email protected] http://www.100mustreads.com/ 1 The Pivot Orchestrating Extraordinary Business Momentum Notes by Frumi Rachel Barr, MBA, PhD. Author: Lori Michele Leavitt Publisher: Abrige Media Copyright year: 2017 ISBN: 978-0-9990336-1-6 Author’s Bio: Lori Michele Leavitt is founder and President of Abrige Corp. Her leadership services are delivered through business and performance coaching, leading peer groups, and consulting for M&A due diligence and turnarounds. Abrige software, branded as Aligned Momentum, has catalyzed momentum for organizations with thousands of employees. Her remote monitoring company was the first to enable cashless water vending in Africa. Lori speaks globally, to groups from 10 to 2000 on performance momentum and culture change. She has an MBA and certifications in speaking, coaching, facilitation, management accounting and financial management. Her favorite role is as Emily’s Mom. She’s proud to be a Rotarian and is currently a member of the Rotary e-Club for World Peace. Lori loves adventure, strategy, creating, connection and deep conversations. Authors’ big thought: It is possible for any business to be vibrant and nimble; highly valued, ahead of the competition, and a great place to work. Being vibrant and nimble is also possible for any person including you, the leader. Most of us need a few concrete steps to get us moving forward. This book provides guidance and best next steps for you and your business to take from whatever position you are in today. This book is your catalyst for gaining momentum. Recommendation: This summary is meant to whet your appetite – I cannot possibly do this book justice. The Pivot is an amazing and practical book with many vibrant stories, diagrams and recommendations for how to pivot from where you are now to where you want to go to be a nimble focused and extraordinary company, Notes: Introduction: § The Pivot describes a method for readying many people to initiate changes that in alignment with the organization’s strategy. And that, over time and when well-orchestrated, generate extraordinary business momentum – even performance breakthroughs.
Transcript of The Pivot Orchestrating Extraordinary Business Momentum...
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The Pivot
Orchestrating Extraordinary Business Momentum
Notes by Frumi Rachel Barr, MBA, PhD. Author:LoriMicheleLeavittPublisher:AbrigeMediaCopyrightyear:2017ISBN:978-0-9990336-1-6Author’sBio:LoriMicheleLeavittisfounderandPresidentofAbrigeCorp.Herleadershipservicesaredeliveredthroughbusinessandperformancecoaching,leadingpeergroups,andconsultingforM&Aduediligenceandturnarounds.Abrigesoftware,brandedasAlignedMomentum,hascatalyzedmomentumfororganizationswiththousandsofemployees.HerremotemonitoringcompanywasthefirsttoenablecashlesswatervendinginAfrica.Lorispeaksglobally,togroupsfrom10to2000onperformancemomentumandculturechange.ShehasanMBAandcertificationsinspeaking,coaching,facilitation,managementaccountingandfinancialmanagement.HerfavoriteroleisasEmily’sMom.She’sproudtobeaRotarianandiscurrentlyamemberoftheRotarye-ClubforWorldPeace.Lorilovesadventure,strategy,creating,connectionanddeepconversations. Authors’bigthought:Itispossibleforanybusinesstobevibrantandnimble;highlyvalued,aheadofthecompetition,andagreatplacetowork.Beingvibrantandnimbleisalsopossibleforanypersonincludingyou,theleader.Mostofusneedafewconcretestepstogetusmovingforward.Thisbookprovidesguidanceandbestnextstepsforyouandyourbusinesstotakefromwhateverpositionyouareintoday.Thisbookisyourcatalystforgainingmomentum.Recommendation:Thissummaryismeanttowhetyourappetite–Icannotpossiblydothisbookjustice.ThePivotisanamazingandpracticalbookwithmanyvibrantstories,diagramsandrecommendationsforhowtopivotfromwhereyouarenowtowhereyouwanttogotobeanimblefocusedandextraordinarycompany,Notes:Introduction:
§ ThePivotdescribesamethodforreadyingmanypeopletoinitiatechangesthatinalignmentwiththeorganization’sstrategy.Andthat,overtimeandwhenwell-orchestrated,generateextraordinarybusinessmomentum–evenperformancebreakthroughs.
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§ WhenyouseePivot(capitalized)inthefollowingpagesyouwillknowthatitreferstoamethodtocarefullyplanstrategicchange.Whenyouseepivot(lowercase)youwillknowthatthisreferstoanattemptedturn–on-a-dimechange.
§ Apivotmaybeheroic,egotisticand/ordesperate.Itisalwaysreactive,§ ThePivotisnotaturnonadimepivot,whichmaybeperceivedasheroic,butisrarelysuccessful.E.g.
ErnestShackletonbestknownforhisImperialtrans-ArcticexpeditionontheshipEndurance.(Leavitttellsthestoryexceptionallywell).
§ Areyoutheherowhoallowsrisktobecomeunbearablesothatyoucansavetheday?Orareyoureadytotakeupthegauntletoftrueleadership,andtheorchestrationofextraordinarybusinessmomentum?
§ Agreatleaderfeelsnoneedtobethehero.Agreatleaderbuildsateamandsupportsthembeingaherointheirrole.
§ ThebetterwaytosucceedwithchangeistoPivot,withtheleaderorchestratingmanysmallshiftsmadebywell-preparedpeoplewhohavebeenempoweredbyknowledgeandresources.
§ Alignmentisrealizedthroughsmallshiftsthatkeepbringingbusinessperformancebackontrackwithstrategy.
§ Toenableahealthyculturerequiresleaderswhocareaboutbringingothersacrossthefinishlinewiththem.ThisisaculturewithAlignedMomentum.Alignedmomentumallowsyoutobuildleadershipatalllevelsintheorganization:Itreengagespeoplewhoarenotperformingattheirbest;itopenslinesofcommunication;itallowsstrategytoinspirechangeorganization-wide;and,itresultsinthecompanybeingcommitted,collaborative,innovativeandquick.WhenAlignedMomentumthrivesinyourorganization,youwillexperienceextraordinarymomentum.
§ Asaleader,youwanttogainandsustainmomentuminyourbusiness.Youknowthatyouneedalignmentsothatmomentumleadstoasharedvision.Toexecutebrilliantlyandmakebreakthroughspossibleasyoumoveforwardtogether,youwillorchestrateThePivot.
§ Inthefollowingchapters,LeavittwillsharethesixAlignedMomentumKeyIndicatorsthatindicatethatyourbusinessispositionedtogainorsustainmomentum:
Indicatingbrilliantexecution:
1. Clarity–gettingclear,beingclear(aboutstrategy,includingvision,purpose,valuesanddirection).
2. MasteryMindset–opengrowingmind3. NimbleDecision-making–bestnextstep.
Indicatingreadinessforabetterfuture:4. StrategicThinking–playthemovie(thinkthroughtothelikelyendbeforeajudgementcall).5. TalentAdaptability–rolesfirstrategy6. Coaching–managerascoach.
Part1:SettheStageChapter1.AlignedMomentum
§ AculturewithAlignedMomentumindicatesthebusinessisnimble,andabletoPivot. § Withawell-orchestratedPivot,extraordinarymomentumandperformancebreakthroughsbecome
possible; otherwiseyourbusinessfacesincrementalimprovementonly,andisatriskforastall.§ Tomaintainalignment,changeisoftenrequired.AlignedMomentumisnotaboutfixingthosewhoare
notmeetingyourexpectations.AlignedMomentumispossibleonlywithyourtrueleadership,fullcommitmentandparticipation.
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§ Takingbestnextsteps,andchange,towardadesiredfuturewillinvolvetakingsomestepsthatdon’tworkout.
§ Youhavealignmentwheneveryemployeeisclearabouthowtheirperformanceimpactstheorganization’sperformance.
§ Youhavemomentumwheneveryemployeeistakingtheirbestnextsteptowardfulfillingstrategicobjectives.
§ AlignedMomentumdescribesaworkplacewherepeopleandthecompanyarealigned,andgainingmomentuminmeetingstrategicobjectives.
§ Torealizeyourstrategy,andevenbeforeattemptingaPivot,youmustensurethateachpersonyouarerelyingontoexecutebrilliantlyknowstheyarevaluedandtrustedintheirrole.Theyknowthatapersonwhocaninfluencetheirsuccess(typicallytheirmanager)caresthattheyaresuccessful.Theyalsoareempoweredtoinitiatechange. Then,createaboldstrategythatfitsthepurpose,that“whydoweexist,”foryourcompany, andgetveryclearabouthowyouwillcommunicateit,whatsuccesslookslike,andwhatprogresslookslike.
§ TheseKeyIndicatorswillhelpyoutrackprogresstowardAlignedMomentum:o Clarity,MasteryMindset,NimbleDecision-making,StrategicThinking,TalentAdaptabilityand
Coaching.§ AlignedMomentumexistswhen:
o peopleknowtheyarevaluedandtrusted;o thestrategicplan(strategy)isboldandpurposeful;o peopleareclearaboutstrategyandtheirpartinit;o excellinginone’srolealsomeetspersonalgoals;o theAlignedMomentumKeyIndicatorsarestrongandconsistentacrossthecompany.
§ InaculturewithAlignedMomentum,changesinitiatedbymany,alignedwithstrategyandwell-orchestratedinaPivotcanleadtobreakthroughperformance.
§ Chapter2.MasteringthePivot§ ThePivotisawell-orchestratedchangeovertime,comprisedofsmallerchangesorshiftsinitiatedby
manypeople.MasteringThePivotiscriticaltoextraordinarybusinessmomentumandmakesperformancebreakthroughspossible.
§ AsuccessfulPivotisplannedandwell-orchestrated.Theleaderorchestratesthemanychangesthatempoweredandstrategicallyclearemployeesinitiate.
§ ForthepurposesofachievingAlignedMomentum,youwanttothinkofaPivotassmallshiftsmadebymanypeoplethatonlyappeartobeasingleshiftbecausetheyaresowellorchestrated.
§ ThePivotdoesnotinvolve:-turningonadime;-ashowofheroismorofdesperation;-top-downcommanding,oreventellingorselling.
§ Onceyourcompanygrowsbeyondthesmallstartupphase,turningonadimeistrulyanactofdesperationandrarelyworks.
§ AlignedMomentumisaboutaligningpeopletodotherightthingsinsupportofstrategy.TheleastpainfulandmosteffectivewaytoachievethisistoenableThePivotinyourcompany.Thistakespreparation.Theterm“weaving”isusedtocreateavisualofeffectivePivotpreparationandtheongoingattentiontosustainit.
§ IfyouwanttomasterThePivot,youmustpayattentiontothefoundationbeforeyoustart.Mastersdothework.Theyarepreparedandtheypractice.BeingculturallyreadyiscriticaltomasteringThePivot.
§ TheAlignedMomentumKeyIndicatorskeepyouontrack.Beforeyoustart,youwillenablethreeculturaltruths:
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§ i.Itissafetostepupandspeakout.Asafecultureisonewhereeverypersonknowstheirmanagerhastheirbackandwantsthemtobesuccessful.
§ Everyemployee,evenanexecutive,needsamanagerand/oracoachdiscoveringwhattheywantandholdingthemaccountableinawaythatshowstheycareaboutthatemployee’ssuccess.
§ ii.Employeesareempoweredtoinitiatechange.Empowermentrequireslettingpeoplebe,andgivingthemthetools,directionandsupporttodotheirbest. Anypersoncanbetrainedtothinkstrategically. MasteringThePivotincludescreatinganorganization-wideprocessbywhichemployeescaninitiatechange.
§ iii.Strategyisclearlycommunicated.Communicateforunderstanding.Observe.Listen.Communicateagain,adifferentway.Andagain…
§ Asaleader,youorchestrateperformance.Orchestratinginvolves:-creatingafocalpointratherthantellingpeoplewhattodo;-ensuringclarityforeachindividual,and-inspiringthroughvisionratherthanwork intervention.
§ Pivotasaleaderfromcomplacencytomastery.MasterleadershipandThePivot.Chapter3.ChangetheContext
§ Youcan’tchangeaperson,butyoucanchangetheircontext.§ Inanorganization,eachemployee’scontextisoftendefinedbythatorganization’sstructure,theirrole
initandthesocialnormsofthatworkplace.Howanorganizationisstructuredinfluencesthosewhoworkthere.
§ AcommonimpedimenttoAlignedMomentumishavinganorganizationalstructurethatnolongerservesyouoryourpeople.TobenimbleinyourbusinessbepreparedtoPivotandadaptstructuretobestfitpeople,work,andstrategy.
§ Envisionthestructurethatwillbestfityourstrategy.§ Theseorganizationalstructuresarecommonandmayhelpyouenvisionthestructurethatwillbeyour
bestfit:-Hierarchy-Matrix-Flat-Open.HierarchicalStructure§ Ahierarchicalorganizationalstructurehasbeeninuseinbusinessfordecades.Thisstructurelends
itselfwelltoefficientone-waytop-downcommunicationandsupportspredictabilityandrepeatabilityofdailywork.Bottom-upcommunicationispossiblebuttypicallyveryslow.
§ Thehierarchicalstructureismeanttoyieldconsistency,predictabilityandminimizerisk.Decisionsaremadeatthetopandcommunicateddownwardthroughlevelsofmanagementtoallemployees.Somebenefitsofhierarchicalstructurearethatreportinglinesareclearandcareerladdersareclear.
§ AlignedMomentumcanliveinahierarchicallystructuredorganizationifmanagerscultivateasafeworkplaceculture.
MatrixStructure§ Amatrixorganizationalstructureweavesprojectorproductteamsintothehierarchy.Employeesstill
havetheirrespectivefunctionaldivisionsandamanagerofthatdivisiontoreporttoandturntoforcareeradvice.Butformanyemployees,theirdayinvolvessignificanttimeononeormoreprojectorproductteams,alongwithemployeesfromdifferentfunctionaldivisions.Thereisareportinghierarchyandalsocross-functionalteams.
§ Collaborationhappensmorenaturallyinamatrixstructure,comparedtoonethatisonlyhierarchical,duetothenecessarycommunicationacrossdivisionsforproductorprojectwork.
§ Settingandcommunicatingprioritiestoemployeescanbemorecomplexinamatrixthaninahierarchicalstructure.
FlatStructure
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§ Aflatorhorizontalorganizationalstructurehasfewermanagerscomparedtoahierarchicaloramatrixstructure,andahigherdegreeofautonomyforall.Inthepuresttranslationsofaflatstructure,allemployeesareempoweredtomakeimportantdecisionsforthecompany—thatis,theyfollowthemodelofindividualself-management.
Open(orNetwork)Structure§ Anopenstructurepullstheinformalnetworksthatformeveninatraditionalhierarchy,infuses
organizationalauthorityintothosenetworks,anddropsthehierarchicalstructure.Mostoftenthereareafewmanagersorteamleadsinanopenornetworkstructure.
§ Theaimsofadoptingthisorganizationalstructureinclude:•thestrengtheningofsharedvalues;•free-flowinginformationandfeedback;•NimbleDecision-making;and•rewardingpeoplebasedontheirmeritsanduseofaMasteryMindset,ratherthanonposition.
§ Anopenstructureiscomprisedofteamsgroupedintomultipleandoftenoverlappingcircles.Anemployeemaybeonseveralteams,andteamscanformanddisbandbasedontheworktobedone.Oftenakeycomponentofasuccessfulopenstructure,onethatbestavoidsemployeeconfusion,isself-direction.
§ AlignedMomentumexistswhen:•thestrategicplanisboldandpurposeful;•peopleareclearaboutthedirectionandtheirpartinit;•peopleknowtheyarevaluedandtrustedintheirrole;•excellinginone’sbusinessroleresultsinfulfillingone’sintrinsic,personalneedsandgoals.
§ TherearePivotsyoucanorchestratetobringmorenimblepracticesintoyourorganization,withoutanychangeinitscurrentstructure.
§ Pivotswhenstructuredasahierarchy:o Pivotfromtop-downcommunicationtoamorelateralcommunicationstyle.o Pivotfromcommandertocoach.o Pivotfromtraditionalperformancemanagementwithonlyinfrequentreviewstofrequent
performanceconversations.§ Pivotswhenstructuredasamatrix:
o Pivotfromconflictingmanagementstylesanddirectiontoteamleadswhoareexpertresourcesyetwillleavemanagementofpeopletoeachemployee’sfunctionalmanager.
o Pivotfromknow-it-allfixedmindsetstoMasteryMindsets.o Pivotfrommanagingworkandrolestomanagingpeoplewithmanagerswhoaretrainedto
coach.§ Pivotsforbothflatandopenorganizations:
o Pivotfromnotraditionalmanagementrolestomanagers-as-coaches.o Pivotfromdisparateteamgoalstoteamsalignedtowardsharedstrategicobjectives.o PivotfromlackofClarityindirectionwhenself-managedtosomestructureofpeers-as-
partnersormanagers-as-coachesthatsupportsClarityandaccountability.§ Onceyouhaveaclearvisionoftheorganizationalstructurethatwillbestsuityourbusinesstoexecute
itsstrategy,youarereadytogainmomentum.Chapter4.GainingMomentum
§ Whenmomentumbuilds,breakthroughscanhappen.§ Abreakthroughisadramaticachievement.Itmayseemlikemagic—aninstantaneoussuccess—yet,in
fact,abreakthroughusuallycomesafterintentionalfocusandconsistentefforthavebeenappliedoverseveralyears.
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§ Businessbreakthroughsmostoftenhappenthroughpeople.Onlywhentherightpeoplearecommittedtoachievingthebestresultspossibleinlinewithasharedvisioncanbusinessbreakthroughshappen.
§ Businessbreakthroughsmostoftenhappenthroughpeoplewhentheyarecommittedtoasharedvision.
§ Commitmenttoasharedvisionisstrongestwhentheworktobedoneisalignedwithanindividual’spurpose(personalandprofessional).
§ Feelingengagedandaliveshowsupascommitment.§ Breakthroughsaren’tmagic,yettheydefylogic.They:
o happenwhenthefocusisonthefuturewithaclearvision,withoutknowingexactlyhowtogetthere,andwithouttellingeveryonehowyou(theleader)expectthemtogetthere.
o don’thappenwhenapplyingatraditional,logical,history-basedapproachtomovingforward.§ PersonalBrandAlignmentistoooftenoverlookedinbusinessstrategyandorganizationalstructure.
However,togeteveryindividual alignedandpartofyourbusinessmomentum,theymustbepersonallyinvolvedandinvested.
§ Whenthequestionsrelatedtoaccountability,commitment,trustcanbeansweredwithease,yourworkplacecultureisprimedforsuccesswithAlignedMomentumandThePivot.
§ Whatisrequiredto“SettheStage”forThePivotandAlignedMomentumiscommitmenttoClarityaroundwhatprofessionalandpersonalsuccesslookslike.
§ Committingtoachangerequireschoosingtochange.§ WhenpeoplehaveaMasteryMindset,areAdaptable,andhavetheskillstomakeNimbleDecisions,
they’llcommittoyourboldnewstrategymorereadily,andchangewillcomemorenaturally.§ Today,atop-downstructurecanbecomeastrangleholdifnotadaptedtotherealitiesoftheglobal
marketplace.§ Tostrengthentheinternalandexternalnetworkspoweringyourbusiness,knowledgemustbeshared
andtheindividualssteppinguptoleadthroughoutthecompanyneedtobeabletocommunicatechangequicklyandclearly.
§ ToexperienceAlignedMomentumthe leaderandleadershipteammustPivotfromwieldingpowerbasedonauthoritytohavinginfluencebasedonpositivemodeling.
§ Simplifywhatittakestoorchestratechangebysteppingbackandletting youralignedandengagedemployeesreachperformancebreakthroughsnaturally.
§ Ifyourcompanyisnotkeepingupwiththemarketorthetimes,thefirstPivotmayhavetocomefromyou.
o Alignyourpersonalvision,valuesandstrengthswithyourbrando Alignyourbrandwithadefinitionofsuccesso Alignwithyourrole
§ Rigiditycanleadtoalackofemployeeengagementoreventodisengagement;itdrainsenergyandleavesnoroomforindividuality.Notfeelingcommittedtoone’sworkdrainsacompanyofitsmomentum.
§ WeavingPersonalBrandAlignmentIntoYourCulture:o Keepjobdescriptionscurrent:includingyourso Staycalmduringchangeo Aimpersonalambitiontowardmastery,notperfectiono Understandbeliefsystems
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§ Theleadermustmodeltheway.You(theleader)create“thetoneatthetop.” KnowingthatyoucangenerateextraordinarymomentumandcreateperformancebreakthroughsinyourbusinessshouldbemorethancompellingtoorchestratePivots.
Part2:SharetheVisionChapter5.Clarity
§ Clarity,asdefinedforAlignedMomentum,isthequalityofbeingclear,asinthequalityofbeingcoherentandintelligible,ofbeingeasytosee,andofbeingcertain.Inbusiness,youmustgetclearaboutwherethecompanyisheaded,andthestrategy,andthenyoumustbeclearwhencommunicatingthistootherssothattheymightexecutebrilliantly.
§ ClarityisthemostcriticalAlignedMomentumKeyIndicator(andmeritsafullchapter).§ Ifwell-meaningpeoplearenotclear,theywillfirstdotheirbestatwhatevertheythinktheyare
supposedtodoandthentheymaygetfrustrated,createconflict,etc.§ Totakethebestnextsteps,youneedtohaveaclearvisionanddirection,andyouneedtogetclear
aboutwhereyouarerightnow.GapAssessmentcanhelp.Assess,thenclosethegapbetweenwhatisandwhat’sdesired.
§ Ifadecisionconsidersachangeorstate,from____to____,thentheDefineandDiscoverphasesofGapAssessmentwillserveyou.
• Don’tskipastepinthegapassessmentprocessdescribedinthisbook.• Don’ttellorsellwhatisorwhatisdesired.• Don’tassumeyouknowwhatis.
§ GapAssessmentisatoolforThePivot.Ithelpsyoudiscoveracurrentstateandensuresyoureceivefeedbackinaniterativeprocess.
§ Leadersneedtoclearlycommunicatestrategy(includingthevision).Articulateyourvisionina
straightforwardstatementthatallemployeescanunderstandandidentifywith.Avisionstatementdescribesyourorganizationinitsfuturesuccessfulstate.Itcreatesamentalimageofwhattheorganizationwishestoachieveovertime;somethingtobecomeratherthansomethingyoualreadyare.
§ Tocreateasharedvision,thevisioncreatedbytheleaderorleadershipteammustengageallemployees.Itisthesharedviewofthefuturethatwillthenbebroughtbackintothepresenttoformpartofthebusiness’sstrategicobjectivesandquarterlypriorities.Whenthevisionistrulyshared,employeeswillexecutethecompany’sstrategicprioritieswell.
§ Assessyourvisionstatementwiththreecriteria:1. Isitsimpleenoughtobecleartoanyone?2. Isitpurposefulinawaythatstrengthensalignmentbetweenstrategyandwhatpeopleare
excitedtodo?3. Isitlikelytoinspireastep-up,evenabreakthrough,inperformance?
§ Themeshelpsimplifycommunicationofthebestnextstepclosertoyourvision.§ Atrueleaderdoesn’tleveragepowerofauthoritywhensharingavision,butratherseekstopositively
influenceothersintoaction.§ Aclearlycommunicatedstrategy—vision,directionandexecutionplan—enablestherightthingstobe
donerightandintherightamountoftime.Howyoucommunicatewillhaveasignificantimpacton
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howwellthestrategyisexecuted.Consideryourcommunicationstyleandthecompletenessandfrequencyofyourcommunication.Youwillbemodelingthewayforothers.Then,youorchestrateThePivotthroughoutyourorganizationbyfirstempoweringmoreleaders,soyouwillhavegreaterconfidenceintheirabilitytocommunicate.You’veshownthem,andwillcontinuetobeamodelof,howtobeaninspiringcommunicator.
§ Managersandtheirteamsmustgetclearonhowtobestexecutethestrategy.A2015Gallupsurveyof
Americanworkersfoundthatclarityofexpectationsisthemostimportantassetofagoodmanagerandthatemployeeswhomeetregularlywiththeirbossarethreetimesmorelikelytobeengagedonthejob.
§ YoucanorchestratePivotsstartingtodaytogainClarity.Oneofthefollowingmayleadtoastepupin
performanceforyourbusiness.§ PivottoaCultureofTrustasaculturalcorevalueornorm.Clarityisnoteffectivewithouttrust. To
buildtrust,shiftfromonlytellingmanagers(directlyorindirectlyviatheirbudgets)whatneedstogetdone,toincludingmanagersandcoachingthemtoidentifytheirfitandtheirteam’sfit.
§ PivottomoreEffectiveManagementMeetings.Aneffectivemanagementmeetingbringspeerstogethertoworkthroughchallengesandopportunitieswithaclearagenda,facilitated(evenifbyaselectedpeer),consistentlyscheduled(preferablyonceamonth)andheldwithinanenvironmentoftrust. OnePivotisfrommanagersbattlingfortheirshareofbudgets,visibilityandmeritpooldollars,tocollaborationofpeerswhoseeksuccessforeachotherwithinandfortheorganization.
§ PivottotargetedTrainingforAlignedMomentum Aligned Momentum training develops Clarity, MasteryMindset,NimbleDecision-Making,StrategicThinking,TalentAdaptability,andCoaching.
§ Trainingforthese“soft”skillsrequiresadifferenttypeoftrainingthanistypicallyofferedtoemployees;thistrainingrequirespowerfullyfacilitatedinteraction,preferablyinasmallgroupofnon-competingpeers.Pivotfromfocusingonskillsandknowledge,toembracinganddevelopingthewholeperson.
§ PivottoaCoachingCulture.AlignedMomentumneedstobesupportedbygreatmanagers.Thebesttrainingtogrowperformance-coachingskillsistobecoached! ProvideyourmanagerswithcoachingsothattheymightPivotfrommanagingworkandprocessestomanagingpeople(anddelegatingtheworkandprocessestotheteam).Trainyourmanagerssothattheycancoachtheirteam.Rememberthatcoachingformanagersandbymanagersforemployeesisafirststepincreatingaculturewhereeveryoneknowstheirmanagercaresabouttheirsuccess.SuchacultureisonewhereAlignedMomentumthrives.
§ Pivottoacomplete,accurateandstreamlinedInformation&CommunicationFlow.Pivotfromrandomreportingofwhatwasdone(regardlessofpriorityoralignmentwithstrategy)tomoreeffectivemeetings,performancemeasurement,andcommunication thatbettercapturesalignmentandengagement,informationtechnologythatbetterenablescollaboration,organizationalstructureanddesignthatcanmoveyoumorenimblytowardyourvision,andreportingtoclosethegapbetweenthewisdomofseniorleadersandthetalentallthewayoutattheveryedgesofyourorganization.
§ PivottoamoreNimbleOrganizationalStructure.YourPivotmayrequireyoutoinstituteamoreoptimalstructureforyourorganizationthatisbasedoncurrentneedsandtheforeseeablefutureratherthanthepast.PivotingtowardAlignedMomentumisaformoforganizationalredesign:astep-by-stepmethodologywhichidentifiesdysfunctionalaspectsofworkflow,procedures,structuresandsystems,andrealignsthemtofitcurrentbusinessrealitiesandgoals,andthendevelopsplanstoimplementthenewchanges.
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Chapter6.FocusedandSimple
§ Brilliantexecutionofstrategyrequiresmorethanmeasuringproductivity.Beingbetteratwhatwasdonelastyearrarelyleadstomeetingstrategicobjectives.Inadditiontobeingfocused,youneedtobenimble.
§ Thosewhoaresuretheyknowwhattodocanfocus.Buttheymaynotbeinalignmentwithyourcompanyorhelpingyourcompanygainmomentum.Theyarefocused,yettheyarenotnimble.
§ Acapabilitythatbestensuresyourbusinessisbothfocusedandnimbleis“strategicfocus.” § Tobebothfocusedandnimble,empoweremployeeswithaclearunderstandingofstrategyandtheir
roleinit.Givethemauthoritytoadaptworktostrategy.§ Theattitudesofamanagertowardemployeesareofprimaryimportance.Employeesshouldbeableto
trustthemotivesandintegrityoftheirsupervisors.Itistheresponsibilityofmanagementtocreateaproductiveenvironmentwherethecompany’svaluesflourish.
§ Businessmomentumisextraordinarywhenitisgainedswiftly.Businessmomentumisalsoextraordinarywhenitismaintainedoverthelongterm.
§ Growthstrategiesandfocusingonwhatiscoremustco-exist.APivottoaligning(andre-aligning)
measurementwithstrategyIfyoufindyouarefocused,butonthewrongthings,youmaythenfindthatwhatisbeingdoneisnotmeetingstrategicobjectives.Focusismissingoritisappliedtothewrongtargets.ThemostcommonPivotforbetterfocusandexecutionistomovetowardre-definingmeasurementandtrackingtoalignwithcurrentstrategicobjectives.
§ Growthstrategiestypicallyrequireahighdegreeofthoughtfulandbroaddiscernment,especiallywithrespecttoanypotentialimpactonculture.
§ Thinkingyouknowitallisnotthesameasbeingnimble.§ Ifyou’velostfocusconsideraPivotto:
• measurementthatisalwaysalignedwithstrategy;• moreeffective,collaborativemeetings;• growth-for-growth’s-saketoalignedgrowth(toensurethatgrowthbyacquisitionneverharms
whatiscoretoyourpurposeandperformance);• frequentperformanceconversationsfor Clarityandaccountability;• morewaystogainClarityaboutstrategicfocus;• thedisciplinerequiredtoleadagreatcompany.
§ Ifwhatthebulkofyouremployeesdothisyeariswhattheyhavetraditionallydoneyearafteryear,itistimetoweavenimblepracticesintoyourbusiness.
§ Whenleaderssettherighttoneandpath,workwithmanagerstosetpriorities,andthencommunicateandfollowthroughwithmanagerswhoareskilledinexecution…therightthingsaredoneright.
Chapter7.ChangetheSocialContext
§ Therealityis:Somepeoplewillresist.§ Youcan’tchangeaperson(theymustchoosetochange),butyoucanchangetheircontextatwork.§ Topositionyouremployeesforsuccesstheyneedtonotonlybeclearaboutwhattheyareexpectedto
do,theymustalsobeclearabouthowtheyareexpectedtobehavewhileatwork.§ Belief:Beliefisthestateofmindinwhichoneacceptssomethingtobethecase,withorwithout
empiricalevidencetoprovethatsomethingisthecasewithfactualcertainty.Whatyoubelievedriveshowyouviewtheworldandyourplaceinit.
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§ Mindset:Whatyoubelievetobetrueaboutyourselfandhowlifeis,andwillbe,foryou.Itisaboutyouandyoualone.
§ Peoplehaveeitherafixedorgrowthmindsetandthisusuallystemsfromwhattheyweretoldandwhattheyexperiencedwhilegrowingup.Ingeneral,apersonwithagrowthmindsetbelievestheycandeveloptheirabilitiesthrough dedication,hardwork,andlearningfromothersandtheirmistakes.InthelanguageofAlignedMomentum,wecallthisaMasteryMindset.Apersonwithafixedmindsetviewstalentasinnateortheyviewthemselvestodayasthebesttheyaregoingtoget;theyaren’twillingtochangeorgrow.
§ Considerwhatyouintendtoexperienceovertherestofyourlife,andthelegacyyouwishtolive(notjustleave).
§ Intention:Anintentionmindfullydrivesaction—whatyoudo,create,andgenerate.Comparethistohope:hopeisastartingpoint,butdoesnotshapeyouractions.Intentioncangenerateactioninhowitguidesyoutopayattentiontosomethingorsomeone,andsometimesindirectly,almostasif byluck.Intentionscanalsobeblockedbybeliefsthatdrivebehaviorsthatruncountertoyourintentions.
§ Habit:Ahabitisamindlesslyrepeatedaction.Youwantgoodhabits.Youalsowanttobeawareofallyourhabits,soyoucandecideiftheyarestillservingyou.Repetitioncausesashortcutinthebrain.Ifwhatyousayyouintendtodoisnotgettingdone,perhapsyouhaveahabitformedfromabeliefthatisnolongerservingyou.
§ Value:Avalueisformedbasedonwhatyoubelievereflectsthe“right”behavior.Yourvaluesguideyouinyourpersonalandprofessionallife.Acompanyhasvaluesaswell,andtheseareoftenoutlinedasasetofcorevaluesorasabasisforhowthecompany,itsleadershipandemployeeswillbehaveatwork.AtrueleaderI’ve
§ Understandingthateachpersonhasenteredyourworkplacewiththeirownbeliefsystem,values,
mindsetandhabitswillhelpyoubeclearaboutwhatyouexpectoftheminyourorganization.o Yourbeliefsbecomeyourthoughts,o Yourthoughtsbecomeyourwords,•Yourwordsbecomeyouractions,o Youractionsbecomeyourhabits,o Yourhabitsbecomeyourvalues,o Yourvaluesbecomeyourdestiny.
§ Youmayhavehabitscreatedfrombeliefsthatnolongerserveyou.Self-discoverywillhelpyoubecomeawareofthesebeliefsandhabits.Thentherearestepstotaketoreplacethosehabitswithonesthatbetterserveyou.Youmayneedtoshedalong-heldbelief.
§ Leaderscanleverageatrustedadvisorand/orpeergrouptohelpthembecomeawareof,andadjust,beliefsthatare showingupashabitsthatdonotservethem.
§ Leaderscanbenefitfromgoodhabitsthatruninthebackground,almostmindlessly.§ Legacy:Theimpactorinfluenceyouhaveonotherswilldeterminehowyoumakethemfeelandhow
theyrememberyou.ThisiswhatlegacymeansinthelanguageofAlignedMomentum(itissomuchmorethanthetraditionaldefinitionastheamountofmoneyorpropertythatyouleaveforsomeoneinyourwill).Considerhowyouwillshowup,bothintentionallyandhabitually,todayandinthefuture.Thiswilldefinehowothersrememberyouafteryouarenolongerhere.
§ AlignedMomentumwillthriveinyourorganizationwheneachroleisalignedwithstrategyandwitheachperson’spurpose(ormission)andlegacy.
§ Awarenessisthekeytochangingbadhabits.Changinghabits,eventhosethatnolongerserveyou,requiresawarenessthatachangeisneeded,motivationtochange,andfeedbackaboutprogress.Along-heldbeliefmayneedtobereplacedbyabetter-servingbelief,oradjustedtoserveyour
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intentionsforthefutureandbestnextsteps.Awarenessisthefirststeptochangingahabitandthebelief(s)thatledtoit.
§ HowtoStopDoingWhatNoLongerServesYou§ Willpoweraloneistypicallynotsustainable.§ OurbrainsCANberewired.Rewiringourbrainsrequires:
1)Awarenessofourbeliefsthatcreatedtheexistingwiringthathasledustolearnbehaviorsanddevelophabits.Seektobeawareof,andtounderstand,whattriggersyoutoactinawaythatnolongerservesyou.Onlyyoucanchangeyou.2)Understandingofwhattriggersourbehaviors3)Motivationtochange.Motivationisawillingnesstodosomething.Youwanttodoit.4)Aconcertedefforttochangeunderlyingbeliefsandtoformnewbehaviorsandhabits5)Asupportiveenvironment,includingsocialcontextandworkplaceculture.
o Clearlydefinevaluesandbeseriousabout keepingthemaliveinyourculture. o Learntoinspirepeopletosolveproblems.o Removebarrierstocommunicationandsmartwork.
§ EachofthesefivecomponentsthatsupportchangearepotentialPivots.Youcanaffectthesefivecomponentsforeveryoneyoulead.Andforyou,personally,youcanchangebyputtingallfivecomponentsintoplace.
§ Youbehaveaccordingtoyourbeliefs,butyourbeliefsarenotyou.Youcanchange.§ It’snevertoolatetoreinventeitheryourbusinessoryourself. Youhavetheultimatepowertotake
yourbusinesstothenextlevel.Thechoiceisyours,nomatterwhatstageyourcompanyisatorhowyouhavechosentoleadittowardsgreatness.
Chapter8.TheBottomLine
§ Thetraditionalmeasureofbusinesssuccessis“thebottomline,”expressedintermsofnetearningsorprofits.Toooftenthebottom-lineresultjusthappens,withoutaclearunderstandingofwhy.
§ NoleadercanorchestrateaPivotwithoutemployeeswhocareaboutbestnextsteps,Clarityaboutwhatisdesiredandwhatactuallyisthestaterightnoworadrivebyalltogettothecruxofthematter.
§ Greatleadershavetheireyeonmorethanfinancialresults.§ Ahealthybusinessishealthyinitscultureandonthebusiness’s(financial)bottomline.§ WithAlignedMomentumthebottomlineistheresultfromallthatyoudotomovetowardyourvision:
1)Yourboldandclearlycommunicatedstrategy2)Employeeswhoarereadytoadapt,shiftandinnovate3)Pivotsorchestratedtostayalignedwithstrategy4)Well-chosenbestnextstepstaken5)Prioritiesthatalignwithstrategyandarebrilliantlyexecuted
§ Growpeopleandwatchgreaterprofitabilityfollow.§ Peopledriveresults.Themeasurementsrelatedtopeoplearetheleadingindicatorstobottom-line
performanceresults.§ Capturenotjustthefinancialresultsbutalsotheindicatorsthatleadtotheresultsyouseek.For
example,morefrequentperformanceconversationsandemployeeempowermentmayleadtohigheremployeeengagementandNimbleDecision-making,whichmayleadtoon-time deliveryandhigherquality,whichcouldleadtoattractinglargervolumeordersfromacustomerwhohasgreatertrustinyou,whichwouldthenbringaboutthefinancialbottom-lineresultdesired.Fromthisstateofmind,ThePivotcomesmorenaturally.
§ Profit,atbest,isalaggingindicatorofbusinessperformance;itisanoutcomeofyourprogressorlackofprogress.
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§ Theleaderwhocreatesasafeplaceforideas,acultureofAlignedMomentum,anddoesnotexpectinnovationstobeperfectwillreapthebenefitsofmoreengagedemployeesandasuccessfulcompanybyeverymeasure.Onewaytocreatethissafeplaceistoshareyourowninnovationsordecisionsthatmaynothaveworkedoutsowell.
§ Leaderswhodon’tcoveruptheirerrors,andinsteadlearnandsharetheirlearning,revealthemselvesashuman—theybecomepeoplewhomotherscanadmireandidentifywith.
§ Tomoveforwardasacompany,innovationmustbecontinualanditmustbecomepartoftheculture.§ Valuemorethanthefinancialbottomlinetoreapperformanceandmomentumbenefits.Successis
aboutsomuchmorethanthefinancialbottomline§ Peoplearecriticaltobusinesssuccess. Createasafeplacewhereeachemployeeknowsthattheir
successisimportant,particularlytotheirmanager.Safetydoesn’tmeancomplacency.§ Adapttalenttostaynimble.Witheverychangeinstrategy,assessthepeople—thetalent—inplaceto
executethatstrategy.Thentrain,promoteandadjustinordertomaintainalignmentbetweeneachroleandstrategyandbetweeneachperson’sbrandandtheroletheyfill.
§ Oneofthemosteffectivemethodstoidentifythereadinessofemployees(yourbusiness’stalent)forthefutureistalentassessment.
§ Pivotfromtraditionalperformancemanagementtoperformancemomentum. Over time, seek Clarity about the future of the individual, regardless of what role they are in right now.
§ Performanceconversationsarebeststartedevenbeforeyouhireanindividualtofillarole. § Peoplechangeroles,butwhatisexpectedfromaroleshouldalsochange,basedonwhatbestserves
thestrategy.Oncejobdescriptionsarecreated,it’stooeasytoinstitutionalizetheminthenameofefficiency,freezingthemintime,andhirenewemployeesbasedontheneedsstatedinanoutdatedjobdescription.
§ Revisitjobdescriptionsforallrolesaffectedbyachangeinstrategy.§ Successfulcompanieschallengetheirownstatusquo.Atminimum,thatmeansprioritiesforeach
quartershouldberevisitedandthencommunicatedclearlybeforethatquarterstarts.Successful,growingcompaniesrevisittheirstrategyandplansatleastonceperquarter.
§ LeadersarealwaysorchestratingaPivot. Ifyourvisionisnotclear,ifyouaren’tseeinghowyoumightinnovateinyourmarketorhowyoumightbecomeirrelevantifyoudon’tinnovate,takealookatafewmodels.Thecompaniesyoulookatdonothavetobeinyourspecificindustry.Startwithanaspectofyourbusinessthatismostobvioustoyou.
Part3.TakeActionChapter9.AlignedMomentumPivots
§ Inthischapter,theauthorrecommendsPivotstomoveyourorganization’sculturetowardAlignedMomentum.
§ Itisthenimblebusinessthatstaysinbusiness—andgrows.§ Togetnimbleenoughto“jumptheS-Curve”andavoidastall,youneedtoreadyyourbusiness
internally.§ TakeaPivot/AlignedMomentumAssessment.You’llfindacodeintheAppendixthatwillgiveyou
onlineaccesstotheassessment.(Anotherreasontobuythebook).§ Findsamplefindings,Pivotrecommendations,andafewbestnextstepsinthesubsectionsofChapter
9pereachofthesixAlignedMomentumKeyIndicators:Clarity,MasteryMindset,NimbleDecision-making,StrategicThinking,TalentAdaptability,andCoaching.
§ Onaverage,andconsideringthereadinessratingfrom0–10(10isfullyready)foreachAlignedMomentumKeyIndicator,theareasforimprovementlistedbycompanysizeareasfollows
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PivottoClaritybycompanysize
a. Large(1000+employees): o Toooftenalackofprogresstowardstrategicobjectivescanbetracedbacktoalackof
Clarity. Whenpeopleareclearnotonlyaboutwhatisexpectedofthembutalsoaboutwhat’sinitforthem,you’vehitthejackpot.
o AsyoumasterClarity,alsoPivotmanagersfrommanagingworktobuildingonthestrengthsoftheiremployeesandempoweringthemtodelivergreatwork.
o AnotherPivotisfroman“us”vs.”them”dynamicbetweenunits,divisions,departmentsorteams,toa“we”mindsetthatreachesallareasoftheorganization.
b. Medium(101to1000employees):o Eachemployeemustbeveryclearaboutwhatisexpected,whocares,andwhat’sinitfor
them.Pivotfromonlyannualreviewsthataren’teffectiveandoftendeferred(thendeferredagain),tomorefrequentperformanceconversations.
c. Small(upto100employees):o Foremployeestobeclearabouthowtheycanbestalignwithstrategy,Pivotfrom
individualsdoingtheirworkinisolation,toateamaimedatcontinuousimprovementoreventhenextbreakthrough.
d. Startup(0-2yearsfromstart):Togetcurrent,relevantinformationtoeachemployee,Pivotfromeachpersonoperatingonthebasisofwhattheyfeelisthesharedstrategy,toadailyhuddlethatbringsnewfactstolight.PivottoClarityfromindividualexecutivesaimedatdifferentpriorities,toaleadershipteamwithasharedcommitmenttostrategyandquarterlypriorities.
PivottoMasteryMindsetbycompanysize
§ Forsomeofus,aMasteryMindsetbeginsinchildhoodwhenanenvironmentsupportslearning,choosing,trying,andmakingmistakes.
§ ItiswhileinaMasteryMindsetthatbreakthroughscanoccur.a. AMasteryMindsetPivotforlargebusinesses
o PivotfromfixedmindsetstoMasteryMindsets,throughouttheorganization.b. TwoMasteryMindsetPivotsformedium-sizedbusinesses
o Pivotfromnoattentiontomindsets,totappingthepowerofemployeeswithaMasteryMindsettomentorothersandinnovate.
o Pivotfrompromotiononlywithpositionaladvancement,tocareerpathsthatrewardachievementandadvancementequally.
o Nimbleleadersgrowthemselves,notjusttheirbusinesses.c. AMasteryMindsetPivotforsmallbusinesses
o Pivotfromafocusonlyontalenttoalso nurturingandrewardingdesiredbehavior.d. TwoMasteryMindsetPivotsforstartups
o PivotfromrelyingonhowitwasdonewhereIworkedbeforeto“whatwillworkbesthere?”o Pivotfromunrealisticstretchgoals,toperformancesystemsthatsupportpeoplewithmore
opportunitiestofeeltheyarewinners,andreinforcewinningwithcelebration.
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PivotstomoreNimbleDecision-making,bycompanysize§ Decisionsandjudgmentcallsarenimblewhenyouareclearaboutstrategy,havegatheredthe
minimumnecessaryinformation,consultedpeoplewithexpertisetooffer,andcoordinatedwiththosewhocaninfluenceorwhowillbeimpactedbythatdecisionorcall.a. ANimbleDecision-makingPivotforlargebusinesses
o Pivotfrommeetingsthatreinforcesilosinthoughtorfunctiontomeetingsthatbringmoreheadsandmorediversemindstogethercollaborativelytoexpandbothawarenessanddecision-makingsupport.
b. ANimbleDecision-makingPivotformedium-sizedbusinesseso Pivotfromdecision-qualityinformationonlyatthetop,toleadersthroughouttheorganization
beingempoweredtoinitiatechangeandtounderstandhowthedatatheyareresponsibleforfitsintobrilliantexecutionofstrategy.
c. ANimbleDecision-makingPivotforsmallbusinesseso Pivotfromthepresumptionthatthejudgmentcallsmadebyeveryemployeeduringtheirday
onlyneedtobeaddressedifsomethinggoeswrong,toempoweringyouremployeeswiththestrategicfocustomakebettercalls.
d. ANimbleDecision-makingPivotforstartupso Pivotfromdoingeverythingintheimmediate,includinghowyoumakedecisions,toamore
disciplinedapproachthatincludesslowingdownforbetterdecision-making.PivotstoeffectiveStrategicThinking,by companysize
a. TwoStrategicThinkingPivotsforlargebusinesseso Pivotfrombelievingthatstrategicthinkingisonlydonebyseniorexecutives,tocommittingto
StrategicThinkingtrainingforallemployees.o Pivotfromtappingeveryminuteofmanagers’andexperts’timewithproblems, toengaging
managersandexpertsinthetrain-the-trainerprogram.b.AStrategicThinkingPivotformedium-sizedbusinesses.o Pivotfromtoowideacommunicationgapbetweenthoseintheknowaboutstrategyandthose
whoexecuteit,toempoweringallwithStrategicThinkingandtheknowledgethatisneededtoensurebrilliantexecutionofstrategy.
c. AStrategicThinkingPivotforsmallbusinesseso Pivotfromseparatingstrategyandexecutiontoconsistentlylinkingthemtogetherineverythought
beforeeveryaction.d. TwoStrategicThinkingPivotsforstartupso Pivotfromamindsetofturn-on-a-dimepivots,toamindsetofAlignedMomentum—including
StrategicThinkingandThePivot.o Pivotfrominattentiontoculture,tointentionallycreatingandnurturingtheculturethathasthe
qualitiesyoudesire,andthatyouwanttoworkin.PivotstoTalentAdaptability,bycompanysize
a. ATalentAdaptabilityPivotforlargebusinesseso Pivotfrombusinessunitordepartmentalsilos,wheremanagersprotecttheirturf,tocollaboration
betweenmanagers.Managersembraceothermanagersaspeersonthesameteam.b. ATalentAdaptabilityPivotformedium-sizedbusinesses
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o Pivotfrominflexiblewayssuchasauthoritybasedonpowerandcontrol,protectionofturf,competingfortalent,andexperiencealwaystrumpingpossibility,toamorenimble,adaptableculture.
c. ATalentAdaptabilityPivotforsmallbusinesseso Pivotfromoverfillingdayswithworkthatmaynotbeadvancingyourcompany,toaculturethat
regularlyrevisitsstrategyandtheworktobedone.d. ATalentAdaptabilityPivotforstartups
o Pivotfromahiringprocessthatonlyseeksthestrongesttalentandassumestheywilladapt,tothecultureyouenvisionandincludeTalentAdaptability—fittingyourstrategy—beforehiringeventhemosttalentedperson.
PivotstoCoaching,bycompanysize
a. ACoachingPivotforlargebusinesseso Pivotfrommanagerswhoaremanagingworkandresponsiblesolelyformanagingtheoutputsof
theirteam,tomanagerswhocoachpeopletotheirbestperformance.b. ACoachingPivotformedium-sizedbusinesses
o PivotfromnotimeorbudgetforCoaching,toatraining-sizedbudgetforpeergroupCoachingtogetyoustarted.
c. ACoachingPivotforsmallbusinesseso Pivotfromemployeesinj-o-b-s,toCoachingtoexpandskillandtoalignpersonalgoalswith
companystrategy.d. ACoachingPivotforstartupso Pivotfromcreatingacultureunintentionallyduetoalackoftimetofocusonthat,tobringingina
performancecoachtohelpyoubringyourenvisionedculturetolife.Chapter10.YourBestNextStep
§ Tobrilliantlyexecuteyourbusinessstrategy,andtransformviaThePivot,therewillbemanypeoplewhomustworktogethertowardasharedvision.You,theleader,arecriticaltoensuringasharedvision.And,youareaccountableforthatbrilliantexecution,eventhoughyouarenot100%incontroloftheresults.
WhatYouDoNextIsImportant,EvenPivotal!§ Areyoutakingthetimetosmartlychoosewhattodonext?Haveyouempoweredemployeestodothe
same?Areyoumaintainingalignmentandmomentum?1) Weave“What’snext?”intomeetings-Pivotfrommeetingsthatareineffectivebecausetheyleadtono
actionorimprovement,tomeetingsthatareeffective…2) Consider“What’snext?”beforeajudgmentcall-Pivotfrommakingjudgmentcallsonly basedonwhat
seemedtoworkbefore,tobetterjudgmentcalls…3) Ask“What’snext?”and“Whoisnext?”toimprovemomentuminhand-offs-Pivotfromprocesses
havingdifferentownersbasedonteamorfunction,tosingleaccountabilityforeachprocess…
§ Youandyourbusinessareunique.Noonecanprescribetheperfectsolutiontoyoursituationwithoutspendingtimewithyouandlearningaboutyourbusiness.WhatissharedisthatAlignedMomentumwillserveallleadersandtheirbusinesses,includingyouandyours.
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Contact Frumi at [email protected] www.Scaling4Growth.com Aboutthereviewer:FrumiRachelBarr,MBA,PhDDr.FrumiRachelBarristrulyanentrepreneurhavingstartedandrun5entrepreneurialadventurespriortofollowingherpassionforguidingthesuccessofCEOsandtheirteamstogaintractionandmomentumtoScaleUp.Moneyandaplandon’tguaranteeexecutionExecutiondependsoncommunication,cascadingprioritiesthroughouttheorganizationandanexternalguidethatholdstheteamaccountableandkeepsthemomentumgoing.Lotsofcompaniesknowwhattodo–it’sthedoingthatneedsanexternalguide.That’swhatweprovide.Weusethebestsystemsontheplanet,GazellesandtheRockefellerHabits,aswellassoftwaretotrackteaminitiativesandprogress.
Dr.Frumi’s"Why"istocreateasafeplaceforleadersandteamstodiscusswhatmattersmost.SheisknownasTheCEO’sSecretWeapon.HerWho:Dr.Frumiguidesleadersofrapidlygrowingcompaniesandtheirteamswhohaveathirstforbothdisciplineandlearning.Thesecreative,ambitiousleaderswanttogrowtheirbusinessessotheyhavemorefreedomandafabulousculture.TogetherwefocusonPeople,Strategy,ExecutionandCash,usingpracticaltoolstocreategreaterrevenueandprofitability,withgreatercollaborationandaccountability.Dr.FrumiistheauthorofaCEO’sSecretWeapon:HowtoAccelerateSuccess.Thebookwasrankedtopbusinessbookof2012byExecRankandhasaforwardbyhercolleagueSimonSinek,internationalauthorofbest-sellingStartwithWhy.
