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<title>THINK Leadership Ideas</title><link>http://www.thinkleadershipideas.com/index.php</link><description>New from THINK Leadership Ideas</description><dc:language>en</dc:language><dc:creator>tom@thinkleadershipideas.com</dc:creator><dc:rights>Copyright 2008 Tom Stevens</dc:rights><dc:date>2011-04-13T15:25:48-04:00</dc:date><admin:generatorAgent rdf:resource="http://www.realmacsoftware.com/" />
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<lastBuildDate>Fri, 30 May 2008 12:18:05 -0400</lastBuildDate><itunes:author>Tom Stevens</itunes:author><itunes:owner><itunes:name>Think Leadership Ideas</itunes:name><itunes:email>tom@thinkleadershipideas.com</itunes:email></itunes:owner><itunes:category text="Business"/><itunes:keywords>business, leadership, management, coaching, Stevens</itunes:keywords><itunes:subtitle>7 Ideas Coach</itunes:subtitle><itunes:summary>You are already successful&#x2c; but couldn&#x2019;t you use a quick boost of leadership inspiration and ideas? 7 Ideas Coach is designed especially for busy executives&#x2c; business owners&#x2c; and knowledge professionals who seek create and sustain exceptional organizations. Speaker&#x2c; executive coach&#x2c; and mayor Tom Stevens packs each 7-minute &#x201c;coachcast&#x201d; with practical advice and unconventional leadership wisdom. Visit www.ThinkLeadershipIdeas.com for articles and bonus material. </itunes:summary><itunes:image href="http://www.thinkleadershipideas.com/leadershipideasblog/files/podcast_channel.png" /><item><title>Performance&#x2c; Innovation...and Change</title><dc:creator>tom@thinkleadershipideas.com</dc:creator><category>Leadership Articles</category><dc:date>2011-04-13T15:25:48-04:00</dc:date><link>http://www.thinkleadershipideas.com/leadershipideasblog/files/PerformanceInnovationChange.php#unique-entry-id-159</link><guid isPermaLink="true">http://www.thinkleadershipideas.com/leadershipideasblog/files/PerformanceInnovationChange.php#unique-entry-id-159</guid><content:encoded><![CDATA[So you want to lead your organization to instill high performance? 

...And you want to promote innovation and a culture of change to keep your organization ahead of the game? 

...Be careful you aren&rsquo;t leaving your people scratching their heads confused - or worse,  that you aren&rsquo;t creating disincentives for both performance and innovation.

...Leading for high performance is centered on management excellence - organizing resources and processes to accomplish work, setting standards for performance and quality, then measuring execution against those standards.


...Peter Drucker defines innovation as &ldquo;a change that creates a new dimension of performance.&rdquo;   A new dimension is not simply an incremental change, but reflects expanded size, scope, or direction. 


...	&bull;	focus on overall results of the group, rather than individual performance


...High performing organizations craft their business processes for efficiency and seek to repeat them with as few errors as possible.   Incremental change that improves efficiency in the established process is generally welcome. 

...Performance is often in a &lsquo;creative tension&rsquo; with innovation - the former is about systems to reduce errors and increase efficiency, whereas the latter requires experimentation that is often inefficient and downright chaotic. 


Leaders who over-value performance may resist change outright, or simply give lip service to change while they focus strictly on performance execution.

Leaders who over-value innovation may fail to institute performance structures that capture value and achieve goals.


Leaders who don&rsquo;t pay attention to the difference can easily give mixed messages.   Following are actions that leaders can take to integrate performance with innovation...


...For a given task or project, do you want people to focus on performance (do this as error free as possible), or on innovation (prototype creative solutions and learn from your mistakes)?


...Structures that promote performance are documented processes, defined functional units, and quality controls.   Structures to promote innovation include functional units dedicated research or creativity (think skunk works), retreats or meetings that get people out of routines, cross-matrix structures, and support for communities of practice.


Cultivate a culture that supports the right balance of performance and innovation.   Culture is like the river current, carrying everything in a particular direction unless resisted. ...  Savvy leaders pay great attention to shaping the organization culture so it supports desired action.


...Be mindful of how your hiring and development processes support performance skills, innovation skills, or both.


...Direction addresses the questions, &ldquo;Why does your organization exist, where is it going, and how will it get there?&rdquo;   It is the job of the leader to articulate direction, by ensuring clarification and expression of an organization&rsquo;s purpose (mission and vision), values, and strategy.   It is in having a clear direction articulated that resolves the creative tension between performance and innovation.


...This article may be freely reprinted in your company, association, or publication (or website) under the following terms: that the author attribution, copyright notice, contact information, and this reprint notice be included; and that you inform us that you are using the article (samples appreciated).
]]></content:encoded></item><item><title>Get On the Same Page with Strat Maps</title><dc:creator>tom@thinkleadershipideas.com</dc:creator><category>7 Ideas Coach</category><category>7IC Org Leadership</category><dc:date>2010-12-10T09:01:45-05:00</dc:date><link>http://www.thinkleadershipideas.com/leadershipideasblog/files/7ICOrgLeadership7samepage.php#unique-entry-id-158</link><guid isPermaLink="true">http://www.thinkleadershipideas.com/leadershipideasblog/files/7ICOrgLeadership7samepage.php#unique-entry-id-158</guid><content:encoded><![CDATA[Leadership OF an Organization 


Working ON your business, not just IN it... and make it exceptional


Session 7 ~ Strategy Maps: 


A Tool for Getting Everyone on the Same Page


Previous 7 Ideas Coach sessions have discussed how DIRECTION, PERFORMANCE, INNOVATION, STRUCTURE, and CULTURE are core leadership concerns of any organization.   How can leaders put them all together into a coherent whole?   Try Strategy Maps.


Strategy Maps originated as a key part of the Balanced Scorecard model developed by Norton and Kaplan of the Harvard Business School in the 1990s, and is widely used in business, non-profit, and public organizations. 

A strategy map, or strat-map, is a one page document that shows how specific high level objectives - financial, customer outcomes, operations, and learning - link strategically in accomplishing the organization&rsquo;s mission and vision. 


This session covers seven things you will want to know about strat-maps, and how you can use them to get everyone in your organization on the same page.


click the image below to hear this week&rsquo;s coaching session 


<script type="text/javascript" src="http://player.wizzard.tv/player/o/j/x/129225889162/config/k-77cc5a7c20aeb70e/uuid/root/height/270/width/360/episode/k-0cadb09d891e0cd5.m4v"></script>


7 Ideas Coach... 7 tips in 7 minutes for busy leaders


Lead Organizations, Work ON Your Biz - overview article


THINK!   Subscribers received related leadership articles in PDF - FREE  


You can too!    Get this article immediately when you subscribe...get articles now


*******





additional resources


About Strategy Maps


One Page Way Consulting and Leadership Team Facilitation
]]></content:encoded></item><item><title>Cultivate CULTURE</title><dc:creator>tom@thinkleadershipideas.com</dc:creator><category>7 Ideas Coach</category><category>7IC Org Leadership</category><dc:date>2010-11-17T21:35:43-05:00</dc:date><link>http://www.thinkleadershipideas.com/leadershipideasblog/files/7ICOrgLeadership6Culture.php#unique-entry-id-157</link><guid isPermaLink="true">http://www.thinkleadershipideas.com/leadershipideasblog/files/7ICOrgLeadership6Culture.php#unique-entry-id-157</guid><content:encoded><![CDATA[Leadership OF an Organization 


Working ON your business, not just IN it... and make it exceptional


Session 6 ~ Cultivate Culture


Previous 7 Ideas Coach sessions have discussed how DIRECTION, PERFORMANCE, and INNOVATION are core leadership concerns of any organization.   How do leaders to attend to these concerns? 


Two tools that leaders can use to influence direction, performance, and innovation within their organization are STRUCTURE and CULTURE.   I think of structure as the banks of a river, giving direction to the water&rsquo;s flow.   I think of culture as the current in that river that pulls people along, unless they make an effort to do otherwise.   We focused on structure in the last session - this session focuses on important strategies leaders use to shape their company culture so it adds value.


Culture is what people do when the boss isn&rsquo;t looking.    Organizational culture is the behavior, attitude, and atmosphere that happen by default - unless there is intention and effort to do otherwise.   If you aren&rsquo;t paying attention to the company culture, you might be missing a powerful means to accelerate productivity, profitability, employee retention, and customer satisfaction &ndash; in short, your organization&rsquo;s success.   Listen to this session for practical ideas for cultivating your organization&rsquo;s culture...


click the image below to hear this week&rsquo;s coaching session 


<script type="text/javascript" src="http://player.wizzard.tv/player/o/j/x/129005386856/config/k-77cc5a7c20aeb70e/uuid/root/height/270/width/360/episode/k-2855b09e8bd28afb.m4v"></script>


7 Ideas Coach... 7 tips in 7 minutes for busy leaders


Lead Organizations, Work ON Your Biz - overview article


THINK!   Subscribers received related leadership articles in PDF - FREE  


You can too!    Get this article immediately when you subscribe...get articles now
]]></content:encoded></item><item><title>Power Up Your Influence</title><dc:creator>tom@thinkleadershipideas.com</dc:creator><category>Leadership Articles</category><dc:date>2011-03-10T16:05:21-05:00</dc:date><link>http://www.thinkleadershipideas.com/leadershipideasblog/files/influence3cs.php#unique-entry-id-30</link><guid isPermaLink="true">http://www.thinkleadershipideas.com/leadershipideasblog/files/influence3cs.php#unique-entry-id-30</guid><content:encoded><![CDATA[The quality of how others experience you either amplifies or interferes with what you have to offer in any role, position, or expertise.   In seminars and coaching I encourage the cultivation of three qualities that - especially in combination - form a powerful means to build influence with integrity, while demonstrating reliability, authenticity, and meaning. 

...Consistency is about actions that are repeated time after time in a like manner.   I&rsquo;m not talking about mind-numbing repetition or creativity-destroying bureaucracy, but rather strategic actions for which you want to be known. ...  First and foremost, those that reflect the best use of your strengths, talents, and expertise &ndash; sound professional practice, thoughtful decisions, exceptional quality in your product, creativity in design, a team approach &ndash; whatever best fits your circumstance.   Second, cultivate consistency around a couple small but important actions that maintain relationships and help others: For example, returning calls promptly, greeting people by name, or giving honest feedback.


RESULT: Cultivating consistency announces to the world this is something you can count on!


...By congruence I mean that communication, behavior and intention are in harmony with each other &ndash; that dress, manner, mood, facial expression, body language, voice tone, all match and reinforce each other. 

...Organizational - they say people are our best asset, but what is the company&rsquo;s turnover rate?


RESULT: Messages that are communicated across many channels are not only more likely to be heard and believed, but will also be considered representative of the &ldquo;true&rdquo; character of the person or organization. 

...Coherence is perhaps the most abstract of the three &ldquo;Cs&rdquo; but is the one that gives the combination its power.   Think of coherence as what is experienced when identity is recognizable and purpose is evident, so that actions over time tell a story.


In a movie or novel, various scenes and vignettes combine to create a coherent experience that has meaning, that makes sense.   Likewise, when you are seen as a distinctive identity engaged in a purpose, your interactions with others create experiences that can be put into a larger, more meaningful context than the immediate circumstance. 

...RESULT: Cultivating coherence in your life imparts meaning for yourself and others!


...Obviously cultivating consistency, congruence, and coherence goes far beyond first impressions &ndash; they contribute to lasting impressions you make in working relationships.   The three &ldquo;Cs&rdquo; are evident in celebrities who have built personal brands by their consistent, congruent, and coherent careers (think George Lucas, Steve Jobs, or Oprah). 

...We see the three &ldquo;Cs&rdquo; in action with a merchant who focuses on community customer service, who writes emails to his patrons inviting them to friendly weekly events in his shop.   He emphasizes the value of being an &ldquo;independent&rdquo; versus a &ldquo;big chain&rdquo; and creates a coherent local identity that becomes a huge customer draw.


We see the three &ldquo;Cs&rdquo; evident with the corporate project manager charged with leading a cross matrix change process.   She emphasizes not only a consistent and congruent message about the change, but makes sure the team members become first practitioners.   The change takes hold not only because it&rsquo;s an idea that makes sense, but because of the narrative created about how well her team works together.


In a world where knowledge and choices grow exponentially, where the feeling of being trapped by over-commitments and complexity continues to increase, most people are hungry for interactions with others that are dependably authentic and meaningful.   When you cultivate consistency in your core strengths, congruence in how you present yourself, and coherence in your actions, you and the changes you represent will be welcomed in to the hearts and minds of others.


...This article may be freely reprinted in your company, association, or publication (or website) under the following terms: that the author attribution, copyright notice, contact information, and this reprint notice be included; and that you inform us that you are using the article (samples appreciated).
]]></content:encoded></item><item><title>Vision and Leadership</title><dc:creator>tom@thinkleadershipideas.com</dc:creator><category>Leadership Articles</category><dc:date>2011-02-17T16:50:58-05:00</dc:date><link>http://www.thinkleadershipideas.com/leadershipideasblog/files/Leadership%20Vision.php#unique-entry-id-9</link><guid isPermaLink="true">http://www.thinkleadershipideas.com/leadershipideasblog/files/Leadership%20Vision.php#unique-entry-id-9</guid><content:encoded><![CDATA[The conventional and over-celebrated view of vision is that it's something a good leader first must &ldquo;have&rdquo; and then convince followers to adopt. 


...High achievement and meaningful success are more likely when an organization&rsquo;s vision has a life of its own. ...  While the seed for a vision can certainly originate from a leader, there is incredible power and energy when a group of people to discover their collective vision. 


...When it&rsquo;s right, the vision creates a sense of ownership, that people feel the vision belongs to them, and they belong to the vision.   A vision that has a life of its own provides genuine motivation for action and a sense of belonging to something larger than oneself. 


An organizational benefit of a shared vision with a life of its own is reduced dependency on any one individual, safeguarding an organization from shifting course precipitously every time there is a change of leadership or organizational structure.


...The following are seven actions that experienced leaders use to tap into the power of a shared vision:


...Rather than simply impart their vision, exceptional leaders assemble the right people and ask, &ldquo;what is our vision?&rdquo;   Effective leaders create organizational structures and cultivate a climate where fierce dialogues can occur, and in fact are expected. 

...Crafting a vision, discovering a vision is more than coming together for an afternoon and crafting a set of words everyone agrees represent a &ldquo;vision&rdquo; statement. 

...As a vision is discerned by the group, it is indeed a leadership function to articulate that vision.   Leaders must be able to communicate the vision so it is clearly understood by all stakeholders.   Leaders must also communicate the path to achieving the vision (or at least the next step), and how it is that people will benefit.   For an inspirational example of one of the most masterful articulations of a vision, listen to a recording of Martin Luther King, Jr.&rsquo;s famous I Have a Dream speech.


...Effective leaders lend the halo of their leadership position to champions for the vision, providing support and encouragement when needed. 

...Leaders must allocate resources, smooth transactions across boundaries, and otherwise ensure action is taken that moves the organization forward so a vision becomes a reality. 

...Structure forms the boundaries of what people do, much the same way a track sets the boundaries of where a train can travel. ...  For example, basing performance pay on how well employees stick to a prescribed script is incongruent of a vision where employees go the extra mile for customer service.


...The power of an organization&rsquo;s culture to either propel or hinder achievement is often vastly underestimated.   An organization&rsquo;s culture is a strong current that either automatically pushes the organization in a way that supports a vision, or drains off a significant level of effort long before any forward motion is achieved. ...  Southwest Airlines is well-known for creating a culture where everyone pitches in, demonstrated by executives who hand out peanuts or help stack luggage whenever they were on a flight.

"Nothing is more powerful than an idea whose time has come," goes the well-known quote by Victor Hugo.   Exceptional leaders know that the most powerful vision for an organization is one whose time has come.   Exceptional leaders cultivate discovery and emergence of a vision that people feel belongs to them, and inspires them to go beyond the edge of what seems possible to realize extraordinary achievement.


...This article may be freely reprinted in your company, association, or publication (or website) under the following terms: that the author attribution, copyright notice, contact information, and this reprint notice be included; and that you inform us that you are using the article (samples appreciated).
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