Posts tagged "leadership"

If Strategy Execution is a People Problem – Who ARE These People?

April 12th, 2018 Posted by Blog Post, Strategy 0 thoughts on “If Strategy Execution is a People Problem – Who ARE These People?”

A lot of sources say that the problem with strategy execution is a people problem, not a strategy problem. In fact, an article at Harvard Business Review (HBR) is entitled exactly that.

There is a lot of truth to that sentiment, although, as we have discussed in previous blog posts, we believe that a good strategy considers employee engagement (people) and employee engagement is necessary for successful strategy execution. There is no one without the other.

So is execution really a people problem?

Well…could be…isn’t necessarily…lots of other things could go wrong…but could be. Let’s take the case where it is a people problem – then ask a question.

Who are we talking about when we say “people”?

Managers may be apt to say, “They are! Those people out there on the floor are the problem!”

Those on the floor may be apt to say, “They are! Those people over there in the corner offices are the problem!”

The truth is that it may be both, but it always starts at the top.

A recent request from a reporter

A reporter recently asked, “What are 3 things that are really needed for leading a team?” and we submitted the following as a response:

  1. Vision
  2. Purpose
  3. Plan

If permitted, we would have added a 4th – Determination to execute the plan – and a 5th – Flexibility to modify the plan.

Without any of these things, you can hire employees and be in charge, but you can’t lead (big difference) and you especially won’t be leading engaged employees. If you aren’t leading engaged employees, no amount of determination on your end will lead to successful strategy execution.

Why just count on dumb luck? Why not create luck (and outcomes)?

Did you know there is scientific research to suggest that we have an ability to create luck? Doing some of the things discussed in this post are key.

Formulating and communicating a Vision statement, for example. The Vision helps the leader paint the picture for the business or organization. The leader shouldn’t develop the Vision in a vacuum, but has to own it. With a clear Vision (and painted picture), all stakeholders, including employees, can more readily get on board. If they can see it, they can support it. If they can support it, you don’t have to go it alone. If you don’t go it alone, you are more likely to succeed. You create luck.

Having a sense of Purpose beyond the financial aspects of any business or organization is increasingly crucial as the workforce looks more and more to work for companies that can answer the question “Why are we here?” and help the employees answer their own question of “Why am I here?”

Purpose is the emotional hook that gets everyone excited and engaged. For example, our Mission is to provide tools and expertise to help business owners and leaders achieve greater levels of success, but our Purpose is to help people in general feel less overwhelmed and alone.

But you still need a plan. A Vision without a Plan is just daydreaming. A Purpose without a plan is just passion. Both are great for defining where you want to go and why you want to get there, but you need a Plan to serve as the roadmap for the journey.

That Plan cannot reside in the head of the leader. Again, when everyone knows the Plan, it’s easier for everyone to get on board. Duties are more readily delegated. Expectations are more effectively communicated. Everyone knows if what they are doing is moving the organization toward or away from the Vision. You create luck.

Any finally, a Plan without the Determination to execute to it results in chaos

How many times have you developed a plan, perhaps even started executing on it, but then quickly got distracted and just started responding to day-to-day activities rather than executing to any plan.

To really be effective, you have to plan to manage then manage the plan. Even if the plan changes dramatically on a frequent basic due to realities of the day, the act of planning and re-planning helps keep you focused.

That’s what we do

The Plan Canvas process is more than documenting the Vision and Purpose. It’s more than developing plans. It’s tracking results and outcomes, managing the plans, so that you can be more organized and focused, eliminating as much of the chaos as possible.

Contact us to schedule a demo of the software or discuss our consulting services.

Do You Know How to Encourage the Heart?

March 29th, 2018 Posted by Blog Post, Engagement, Leadership 0 thoughts on “Do You Know How to Encourage the Heart?”

On the Business is ART podcast this week at the TrueChat Network, guest Andrea Davis, co-founder and partner at Flashpoint Leadership Consulting, discussed “Leadership’s Impact on Employee Engagement.”

Among the items Andrea discussed was The Leadership Challenge by James M. Kouzes and Barry Z. Posner. First published in 1987 and now in its sixth edition, it has long been one of the gold standards in the study, discipline and art of leadership.

Indeed the book Business is ART and the subsequent business planning and strategic management software Plan Canvas have some of their roots in Kouzes’ and Posners’ 5 leadership practices.

5 Practices of Leaders

Those practices include:

  1. Model the way
  2. Inspire a shared vision
  3. Challenge the process
  4. Enable others to act
  5. Encourage the heart

Where Leadership Often Falls Short

Leaders, managers, supervisors and entrepreneurs often put their heads down and start making a mad dash forward, thinking the sprint will put them ahead of game. This mad dash makes it easy to forget any or all of the 5 practices of leaders, but the one that is often forgotten, even in the slow walk, is the fifth one – encourage the heart.

Yet, arguably, it is the most vital in creating a company culture / environment that creates and nurtures employee engagement. It is so much easier for an employee to be engaged in their work and in their employer’s business when their heart is encouraged.

What Does it Mean to Encourage the Heart?

“Encouraging the heart” goes beyond words.

Words like “you know I care about you, right?” and “you’re doing really great work” are important – vital. But they are perceived as insincere, empty, and even offensive when they are not backed by action, or worse, backed by action that is to the contrary.

As a leader, it isn’t good enough to say you aren’t good at this stuff. You have an obligation to get better at it.

Those who follow want more. They need more. You have to learn to encourage the heart, even if it is a difficult, unnatural thing for you to do. If not, you will lose them.

Consider These Options

If working on your ability to encourage from the heart is a priority, Plan Canvas has a number of options for you to consider. Here are two of them:

  • Register for Plan Canvas for Individuals at no cost to develop and continually work on a personal development plan. We do recommend you work with a coach on your personal plan.
  • Join others in our online, monthly mastermind / peer group where we tackle one another’s business and personal challenges while holding each other accountable to the actions we agree to take. In addition to the monthly online group meeting, it includes 1-to-1 consulting and a subscription to the Plan Canvas for SMB Contact us for a free initial consultation. $169/month.

And of course, if you are looking for much more comprehensive leadership consulting that includes all 5 practices identified in The Leadership Challenge and more, contact Andrea at Flashpoint Leadership Consulting.

Note: No one at Plan Canvas is a paid spokesperson for Flashpoint – we just think they are really good at what they do, and are happy to share their information.

Employee Engagement Begins With You

March 7th, 2018 Posted by Behavior, Blog Post, Engagement 0 thoughts on “Employee Engagement Begins With You”

There is a lot of advice available to us on ways to improve employee engagement, but, the truth is, it begins with you. We often overlook that simple reality.

No matter where you are in your career, role, or position, while on the job, you are constantly on display. Your body language, facial expressions, tone of voice, and the words you choose matter – and they impact others around you.

To better make the point, the following is an excerpt from the book Business is ART.

An Excerpt from Business is ART, Chapter Five

One day, I came into the office after having a significant disagreement with a family member. I reacted poorly to the emotion of hurt and anger that I was feeling and let the disagreement influence my workplace behavior.

When I got into the office, instead of greeting people in my usual friendly way, I entered the break room with a scowl on my face, not looking at or engaging with anyone. I simply poured a cup of coffee and hurried back to my desk.

Later, one of the most trusted members of my leadership team knocked on my door and suggested that we needed to talk in private.

He closed the door and asked in a very concerned tone, “Are we going to announce layoffs?”

The question stunned me. We were growing. We were profitable. We had a couple of small layoffs early on in our path to $50 million, but that was part of the plan. I didn’t know where the concern was coming from.

“No. Why?”

“There’s a rumor going around.”

“How did that get started?”

“Some employees were in the break room this morning and said you wouldn’t even look them in the eye, so they started speculating about what was wrong. Then they concluded you couldn’t look them in the eye because you are going to lay some of them off.”

I started the rumor. Not knowingly or intentionally, but because I was not paying attention to my own behavior.

You are constantly on display

Employee engagement begins with you. At work, you are constantly on display.

Before taking on any new initiatives to boost employee engagement, take a good, hard look in the mirror and ask, “How can modifying my own behavior make a change for the better?”

To be a More Effective Leader Stop Leading in Isolation

November 1st, 2017 Posted by Blog Post, Leadership 0 thoughts on “To be a More Effective Leader Stop Leading in Isolation”

If you want to be a more effective leader, stop leading in isolation. You may think that because you walk the floors of your business, get down in the trenches with your employees, and surround yourself with a great team whose input you appreciate, you are not leading in isolation.

But unless you are working with and listening to leaders who are not part of your organization, you are in fact leading in isolation. When you think about it, it is really a conceited way to lead.

I don’t need the input of others

All of the excuses that keep you from working with or listening to others, like, “They don’t know my business,” and “I don’t have time for that” are saying the same thing – others have nothing to offer me that is worth my time (or money).

We should all be so wonderful

Here are a few reasons why working with or listening to others outside of your own organization can indeed be worth your time (and money).

  1. You need to be a jack-of-all-trades. As the article at Inc. entitled Why Your New Primary Concern is to Become a Jack-of-all-Trades points out, you need to master something, but being a jack-of-all-trades is crucial. The problem is, finding time to learn a little about a lot can be challenging. When you work with or listen to others outside of your organization, you can pick up a lot of knowledge from their experience without having to go through it yourself.
  2. You need to rid yourself of toxic energy. An article entitled How to Free Yourself From Toxic Situations That Are Bringing You Down lists some of the typical stuff you’d expect to find like “practice yoga”, but it also includes 3 items that smack of working with or listening to others outside of your organization, including 1) Make fewer decisions, 2) Write down the specifics of productive habits. And 3) Seek out for challenging environments you have no experience with. All three of these things are made possible through working with others.
  3. You need both discipline and motivation. In Which is Better: Discipline or Motivation, the author writes that on an on-going basis, “motivation is what’s needed to get up-and-running. But, discipline is needed to stay on the right course.” Working with others outside of your organization can provide both.

6 options for working with others

If you are a leader, here are 6 options or working with other leaders outside of your organization and to stop leading in isolation.

  1. Join and actively participate in a business networking organization, even if you don’t anticipate gaining sales referrals from it, which is the main point of these groups. Regardless, you can learn a great deal from the way others lead, particularly if you form smaller power groups with other members of the larger networking group.
  2. Take occasional classes, courses, or training with other leaders outside of your organization. Plan Canvas founder Jon Umstead ascertains that one of the most valuable things about his Executive MBA experience was listening to all of the other leaders in the room discussing the same topic but from different points of view and industries.
  3. Join a local entrepreneurs’ group or club, even if your business is beyond startup mode. Free groups like the Dayton Tech Guide offer multiple learning, networking, and panel discussion opportunities regardless of the life-cycle stage of your business.
  4. Join a mastermind / peer group. These groups are a great way to help others as well as get help with your own challenges. They are built on two premises: 1) It’s lonely at the top and 2) None of us is as smart as all of us.
  5. Assemble an advisory board. It doesn’t have to be made up of superstars and name-brand leaders. If you aren’t sure who should be on your advisory board, interview/ask several people for their thoughts. Create a laundry list of potential candidates. Don’t load it up with like-minded people who are just going to glad-hand your every idea.
  6. Join the board of a non-profit or someone else’s advisory board. The purpose should be genuine – you want to help, and you want to learn from others. It is painfully obvious when someone joins out of ego, to build a resume, or to get sales referrals.

Something to consider

Jon is building an online version of a mastermind group that plans to meet monthly, in the evenings, utilizing his experience running an in-person group. The online option creates opportunity for a more geographically diverse team, without requiring any travel time for members. It includes a subscription to the Plan Canvas software.

Click here to learn more and sign up or contact us for more information.

Is Being a Leader Really all THAT Hard?

October 17th, 2017 Posted by Behavior, Blog Post, Leadership 0 thoughts on “Is Being a Leader Really all THAT Hard?”

We largely agree with an article at Inc. entitled “The Brutal Truth About Why Being a Leader is So Hard” except for 2 things. First is the title itself. The truth about leadership being hard isn’t all that brutal. Difficult at times? Yes. Brutal? No.

Additionally, being a leader isn’t hard. Being an effective leader can be – although we needlessly make it harder than it has to be (more about this later).

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Let’s get real

Second, one bold header paragraph reads as follows:

“True leadership is the ability to communicate with and effectively reach each and every person you work with, in the way that works best for each of them.”

If you have a very small organization or business, you can accomplish this. But we, as human beings, are extremely diverse. Even though we often try to categorize or stereotype individuals into labeled groups, the individuals in a common group are still very unique individuals.

That diversity is not just a good thing. It’s a GREAT thing – for business and society. When respected and nurtured, it results in an environment or culture that is far more creative and apt to foresee and avoid problems before they arise, or solve them quickly when they do. It brings about peace and opportunity.

But as an organization grows in size, that very diversity makes it impossible to “reach every person you work with in the way that works best for each of them.” There has never been a leader in the history of leaders that has been able to do that – and there have been a lot of great leaders in the history of leaders.

The key is to lead in a way that stays true to the leader you want to be, while being the most effective kind of leader that the organization/team needs and that best reaches the majority of the individuals.

(See related “What is Your Leadership Style?”)

The real brutal truth about being a leader

Some will fall out. The rest will fall in. The brutal truth is really just that – you cannot reach each and every person you work with, in the way that works best for each of them. Not in a large organization you can’t. You will feel bad about those who fall out. It might feel brutal. But you’ll feel worse about letting down a majority because you tried to be everything to everyone.

That said, again, we do largely agree with the points made in the article, including that the following is a good list of what great leadership entails:

  • It’s the ability to be flexible.
  • When everyone else is stressed, you’re calm.
  • When everyone else is out of gas, you inject more fuel.
  • When everyone else doesn’t know what to do next, you lead by example.
  • When someone has an issue, you work with and listen to the person on a personal level.

Natural versus practiced art

The items on that list can be hard if behaving that way does not come natural to you.

Some people have a natural calm about them. Case in point, the “man in the red hat”, recognized for his heroic leadership during the tragic and senseless massacre in Las Vegas. Listen to the story, hear his response to it, and you will see he just has that natural instinct to remain calm and lead while others understandably panic.

For others, it is a practiced art. Another case in point from that same tragedy is the military veteran who “stole” a truck to transport as many injured victims as he could to the hospital and out of harm’s way. His military training to remain calm under fire kicked in and allowed him to do something brilliant and life saving that most of us would have never considered.

If remaining calm under pressure does not come naturally, it has to be practiced until it becomes a habit. Until then, it is a conscious behavioral response.

We make it harder than we have to

And to that point, we needlessly make it harder than we have to. Here is list of a few simple things you can employ that will make it less difficult.

  • Define goals and measurable objectives that help keep you focused on the big picture and sweat less about the little things
  • Have a plan (strategic and tactical) for accomplishing those goals and objectives
  • Conduct a risk assessment and devise a risk mitigation plan to avoid problems or minimize their impact when they occur
  • When reporting results, challenges, status, etc. insist on everyone presenting 3 good things and 3 not-so-good things, creating a culture where no one is allowed to only complain, and no one is allowed to only paint the rosey picture – this is where practicing calmness really pays off.

What is Your Leadership Style?

October 10th, 2017 Posted by Blog Post, Leadership 1 thought on “What is Your Leadership Style?”

According to the author of an article at SmallBizClub, entitled “Which Leadership Styles are Most Effective?”, there are 5 types of leadership styles, including:

  • Transactional Leadership
  • Charismatic Leadership
  • Democratic/Participative Leadership
  • Laissez-Faire Leadership
  • People-Oriented/Relations-Oriented Leadership

What is your leadership style?

This list (and accompanying descriptions) is as good as any. The question is, “What type of leader are you?”

Perhaps the greater questions are, “What type of leader do you want to be?” and “What type of leader does your team need?”

When people think of you, they will think of your having a particular leadership style, even though very effective leaders maneuver between these styles depending on the situation.

Become the team

In a recent Business is ART podcast on the subject of ghostwriting, the guest, Joshua Lisec, discussed how he needs to really become his client when ghostwriting on their behalf, much like an actor has to become the character in order to convincingly portray him or her.

The same is true of effective leadership. The empathetic leader puts him or her self in the shoes of the followers. What do they want? What do they need? What motivates them? Why do they do what they do?

The bigger the team, the tougher this can become because what works for one person may not work for the next. Everyone is motivated differently. This makes it nearly impossible to be the ideal leader for every single person on the team.

So don’t try to be.

You can’t be everyone’s favorite

Instead, think of what kind of leader the collective whole needs in general to accomplish whatever the mission may be. Depending on what that is and what you adopt as your style, some people will fall out, while the rest will fall in. Your job then becomes leading those who fall in.

Here are some suggestions for becoming both the leader you want to be and the leader your organization needs.

  1. Make sure you understand each leadership style. As you familiarize yourself with each, think of well-known leaders that generally fit each category, as well as the situations they have handled and for which they are best known.
  2. Think about what styles have best motivated you personally over the years.
  3. Solicit feedback from others – their perception of your leadership style may not be consistent with what you believe it to be.
  4. Ensure your team or organization has well defined goals and objectives – this will help identify the general style of leadership that is needed.
  5. Develop a risk mitigation strategy – this will help identify the style of leadership that is needed in special circumstances.
  6. Determine what type of leader you want to be – identify any gaps in your perceived style and that by which you want others to perceive you.
  7. Work to close those gaps – that may mean coaching, practice, training/education, and forming new habits.
  8. Be flexible enough to adapt to any style for any given situation, but be true enough that whatever style is generally needed and desired is the one on display the majority of the time – otherwise you will be perceived as a phony.

Develop a personal plan

You may need to have an individual plan that focuses on developing and nurturing your leadership style. The Plan Canvas software includes a personal plan that advises you to focus on foundational information about you, the individual, such as your personal definition of success, your blind spots, and your strengths.

It then encourages you to identify things you want to accomplish in the long, mid, and short-terms. Finally, it encourages you to identify the action steps you will take to achieve your goals and objectives.

Whether using Plan Canvas or something else, review your personal development plan with someone you consider a “coach” on a regular basis. Before long, people will start including your name in their list of the top leaders they have ever had the pleasure of serving with.

Did the Plan Fail, or Did You Fail Your People?

June 29th, 2017 Posted by Blog Post, Business Plan, Leadership 0 thoughts on “Did the Plan Fail, or Did You Fail Your People?”
Fail

Photo courtesy gratisography.com

You have great people. You have a great product and service. You have a plan, and, man, is it a good one.

And then…crickets! Nothing. Nada. Zilch. What happened? It could be any number of things.

One of them could be you, or more specifically, your leadership. Did you fail your people?

An unscientific experiment

I once conducted an unscientific experiment in a LinkedIn group for leaders. I made it clear, up-front, that in a hypothetical situation, assume that the hypothetical plan was brilliant, but the results were below expectations. I then asked how to influence and improve the team’s behavior in order to get the desired results.

Most of the respondents started with something like, “Obviously the plan was not brilliant…” then went on to talk about how to develop a brilliant plan. Some kindly offered their services to help me get my plan in order – for a fee.

Only one respondent, who identified himself as a retired military general, understood the true question and answered accordingly.

Again, there are many variables, but, often, what it comes down to is leadership.

It’s still a good read

A few years ago I read a book entitled Boundaries for Leaders by Dr. Henry Cloud. The very first chapter is called “The People are the Plan.” It’s a simple concept. A lot of leaders say it (or something like it). A lot of them don’t mean it (or know what it means).

As Dr. Cloud states, there is rarely, if ever, one “right” way to do something. There are usually several “right” ways to do something. Several ways that will/can work, and as the leader, the job is to own the vision, set the path, and get the job done “through people doing what it takes to make it happen.” Whichever “right” way you have selected.

3 pillars of behavior management

We  often talk about how the consumers of today don’t just want a great product or service, they want a great experience. The same is true of employees. If they have a great employment experience, the plan is much more likely to succeed.

In my book, Business is ART, I define 3 areas a leader should focus on in order to drive the kind of team behaviors necessary for accomplishing the goals and objectives set out in the plan. I call these the 3 pillars of behavior management and they are as follows:

  1. Desire – What does the employee or team member desire?
  2. Emotion – What gets the employee or team member to feel a positive emotion about whatever it is you hope to accomplish?
  3. Knowledge – What does the employee or team member know (about the goals, objectives, themselves, other team members…and the leader)

Focus on these 3 pillars ==> Create a great experience ==> Improve the odds of success

4 Simple Ways to be a Better Leader

November 2nd, 2016 Posted by Business is ART, Leadership 0 thoughts on “4 Simple Ways to be a Better Leader”

LeaderMany say they want to be a better leader but few will actually follow through with it. To become better, you have to grow and change, and changing your ways isn’t always easy – especially for many leaders. After all, “the way they are” is part of what got them to “where they are.”

But in order to become the best leader you can be, you must first become a better leader than you are now. Becoming better isn’t as difficult as you might think. It just takes a conscious effort.

Here are four simple practices you can put into place to become a better leader.

Utilize People Who are Better than You

One of the great telltale signs of a poor leader is that they always hire and manage people who don’t have as much growth potential as the leader. This stems from insecurity and results in mediocrity. To be a better leader, you must find people who are better than you in certain areas. People that understand things that you can’t understand or who have strengths that you don’t have.

Then you have to trust their opinions in those areas. You need to be confident enough in yourself to know when you don’t know or you can’t do something. Just because you’re following someone else’s guidance doesn’t mean you’re not leading, because at the end of the day, it’s still your decision and your team.

And let’s face it, when you allow your team to do great things, you look great.

In Business is ART, I put it rather bluntly: “For the boss to be scared that one of their employees will look great is idiotic. When the team looks great, the boss looks great. A boss who tries to do it all or take all the credit looks silly.”

(get your copy of Business is ART at Amazon)

Be Positive. Always.

No one wants to follow a negative person in the professional space. It’s soul draining and demotivating. If you are positive, the people under you will become more positive. If you’re encouraging, they will be encouraged.

Yes, this seems obvious, but think about your past week or two. Have you been positive in your actions and statements? Do those following you believe you have a good attitude about things?

Never underestimate how much your attitude affects those under you.

Get to Know Your Team Better

Now, there often needs to be a buffer between a leader and those following them, particularly in a professional workspace. But that doesn’t mean your people should be foreign to you. They’re not just titles and responsibilities. They’re people with names and friends and hobbies and struggles.

Interact with them. Understand them. Let them know that you’re paying attention, and that you care. If they know you value them as more than a position, but as a person, they will naturally become more committed in following you.

Never Stop Learning

When a person starts off in leadership, they’re hungry and eager. They want to learn and mimic and be inspired. But once you begin to find some success in what you’re doing or how you’re doing it, that drive to learn might start to die.

Don’t let it.

Listen to other leaders. Read books. Go to speaking events. Check out podcasts. Soak in leadership, not just from big corporate names, but anywhere you can access it. Find leaders you can relate to. Get a mentor. Try mentoring someone below you. You’d be surprised what you might learn in doing so.

Before you know it, you’ll find yourself to be a much better leader.

Leadership Legacy

January 10th, 2016 Posted by Behavior, Business is ART, CEO, Engagement, Entrepreneur, Inspiration, Leadership, Owner, Relationships, Significance 0 thoughts on “Leadership Legacy”
Leadership Legacy

Leaders Have Vision

This week in my personal blog – #Significance – I discuss three local men who did very well in life, but still made it a priority to give back to their community, each one leaving a legacy for generations to come.

EMBA Assignment

It reminds me of a passage from Business is ART in which I discuss an assignment we received as part of our Executive MBA course curriculum. This particular assignment was for each of the 50 members of our cohort to stand up in front of the others and give a 5-minute presentation entitled “My Leadership Legacy.”

The presentations ran from very funny to deeply moving, but in every case, we came to understand each other on a much greater level than we had the rest of the entire time we were in the program together.

Applying What We Learned

It was such a powerful experience that I brought the exercise back to my business and asked each of the approximately 40 leaders that reported to me to complete the same assignment.

When all was said and done, the same results experienced in the EMBA program occurred – each leader left feeling more connected to one another than before.

But this time, as each leader stood up and presented the leadership legacy statement to the rest of us, I took notes. Later, I went back through the notes and noticed distinct trends, so consolidated them into a series of 11 leadership legacy statements. These statements were subsequently presented back to the team. We then printed and farmed the statements and hung them on the office walls to remind ourselves that this is who we are.

Here are the 11 statements we developed from our exercise, but I highly recommend you come up with your own, whether it’s just you or your collective team that does it. You’ll get to know yourself and others like you never have before.

Be open. Be honest. Have fun! 

Our Leadership Legacy Statements

  1. As a leader, it is my responsibility to own and communicate a vision
  2. As a leader, my actions speak louder than my words
  3. As a leader, I am empathetic to others
  4. As a leader, I instill trust
  5. As a leader, I teach others
  6. As a leader, I am flexible
  7. As a leader, I never stop learning
  8. As a leader, I contribute to the growth of others
  9. As a leader, I recognize the strengths of others
  10. As a leader, I create and promote teamwork
  11. As a leader, I celebrate our success

Start with a Plan this New Year

January 3rd, 2016 Posted by Behavior, Business is ART, Business Plan, Entrepreneur, Inspiration, Leadership, Strategy, Vision 0 thoughts on “Start with a Plan this New Year”
Vision, strategy, plan, business plan

Don’t Lose Sight

Bloated, tired and resolute. That’s how many of us feel as we ring in the new year – determined that this time the resolutions will stick. I WILL lose the weight. I WILL exercise regularly. I WILL get that job. I WILL start that business.

The year usually starts off with us going hard and fast after our resolutions, but within a few weeks for most, it turns back in to business as usual.

For me personally, it will be awfully tough to top 2015. I married the woman I love, which would have made it a great year if nothing else happened.

But a lot more did happen. I published a book and produced a musical that I’d written. I launched a new web site for the book, defined a new consulting service and started an online, on-demand radio program named after the book.

I also got a new hip, and although major surgery like that is no fun and I am still improving from it, I am looking very forward to walking again without pain.

Yes, 2015 was a good year. What will 2016 be like? Who knows? But a couple of good things in the plans include the marriage of 2 of our kids this coming Fall.

And there is the magic word – “plans.”

Whatever your resolutions or goals and objectives this year, without a plan for getting there, you’ll be making the same resolutions net year. No matter what you want to accomplish, it all begins with a plan.

Here’s to making this New Year the year you begin with a plan.

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