When Self-Improvement Really Begins

I work with CEOs, presidents, and high-level executives to improve their effectiveness. While I have made exceptions, as a rule I won’t take a client who is referred to me for remedial coaching or “last chance” coaching. The reason is simple: The odds of a person making progress are slim or none if he/she doesn’t want to improve, doesn’t see the need and is unwilling to accept objective feedback.

I recently spoke to a group of about a dozen employees in a corporation on increasing personal effectiveness in their various roles. I asked each person in the group to assess eight of their personal skills and abilities are on a scale of 1 (very weak, lots of room to improve) to 10 (outstanding, can’t get much better.) Normally, individuals in groups like this will rate themselves from 4 to 8 on most items. In this group, they all scored themselves from 8 to 10 on every item. What it told me was that either the culture did not allow them to be honest in their assessments, or that they simply are not honest with themselves. If you believe that you are a 9 or a 10 in communication (as an example,) then you’re not being objective. Everyone can improve communication skills.

The first step in self-improvement is to see the need or opportunity to improve. That’s the beginning point. It doesn’t matter if others say improvement is needed; unless the individual sees the need, it’s a non-starter.

P.S. Getting to 9 or 10 on the 1-10 scale is not very important. Continual progress and improvement is.

How Does Your Business Make Money?

Don’t laugh.

I find that many key employees, often including managers of functions, really don’t understand the whole business and what it takes both to make money and what the requirements are to make a profit. Your entire senior team needs to understand the components of the ‘profit chain,’ how it works and where the opportunities are for improvement. And a good understanding of this means a strong working knowledge of the key processes within your organization that drive value for customers.

When members of the senior team are pointing fingers at and blaming each other, it’s usually the case that they do not understand the profit chain. When functional groups and especially support groups are off doing their own thing, there’s a clear disconnect in their understanding about how they contribute to making money.

Be clear about how profits are made and what key processes and supports to line organizations are. Make sure each functional manager understands their role in driving profits and can articulate that to their people. And get them all aligned with and sharply-focused on the business strategy.

This is an important function of the top leader and a key element of getting everyone On the Same Page.

Copyright 2017 Bob Legge
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Bob Legge has an unmatched ability to help clients achieve competitive advantage, leaving competitors in their dust. He has worked with companies across industries and geographies to align critical elements, dominate their markets, and achieve dramatic results, such as 600% revenue increase in three years. Personally, he enjoys sailing where both his strategic abilities and tactical skills help him see interesting places while having a fabulous time with friends and family. .
Contact him at: bob.legge@leggecompany.com.

 

 

New Senior Leaders Must Change These to be Effective

These Have to Change When You Become an Executive Leader
When a person is promoted to a leadership position as a CEO, COO, president, or senior executive there are three primary competencies that must change to be effective:

  1. Strategic-level perspective and thinking — Only by elevating one’s perspective to include the entire enterprise (or the part the executive leads) can the leader address the most important tasks and focus the organization on the right things.
  2. The skills needed to lead at a high level — Such skills include strategic planning, strategy communication and implementation, delegation and accountability, change leadership all become far more important.
  3. How time is allocated — Determining how to spend time is perhaps the most difficult.  Senior leaders need to spend their time on the things only they can do — not what others can do — and be both highly efficient and ruthless in guarding their time, especially for reflection.  Move a  few things a mile instead of many things an inch.

As a senior leader, how are you doing on these key competencies?

Copyright 2017  Bob Legge

___________________________

Bob Legge has an unmatched ability to help clients achieve competitive advantage, leaving competitors in their dust.  He has worked with companies across industries and geographies to align critical elements, dominate their markets, and achieve dramatic results, such as 600% revenue increase in three years.  Personally, he enjoys sailing where both his strategic abilities and tactical skills help him see interesting places while having a fabulous time with friends and family. .

Contact him at:   bob.legge@leggecompany.com.

Top 7 Obstacles Getting in the Way of Your Strategy

Over the past 30 years, I’ve worked on strategy and strategy execution with the senior management of Fortune 1000 companies, mid-market companies, and Inc 5000 companies.  In all that time, and across all industries and size of companies, these eight obstacles to achieving strategic goals stand out as the ones I most often work with senior management to overcome.  (Not in any particular order.)

  1. Lack of Accountability.  You need people who know the ongoing results expected of them and who can be relied on to get those results all the time.  It is a cultural problem and an individual person problem to begin with.  If it continues, it is a management problem.
  2. Employees who don’t act like owners.  You need people who are focused on results; common values, and who reflect both in their everyday behaviors.  I can understand why a particular employee may not want to do that, but I do not understand leaders who allow it to continue.  Some of the solution is on leaders to provide the right environment, treat people respectfully, and weed out those who don’t fully contribute.  The rest of the solution is on individuals and the volition to be involved.
  3. The business strategy is unclear (or non-existent.)  Having an action plan is not the same as having a strategy.  High performers need to know where you’re taking the company, not just what actions and results are expected of them everyday.
  4. The organization structure gets in the way.  In general, your organization should be designed around the few processes that drive the most value, not functions or fiefdoms.  The worst is when an organization structure decision, or “work-around” is made to accommodate a weak player.
  5. Key competencies are weak or missing.  Skills, capabilities, and talent drives value.  That includes leadership.  You cannot overcome deficiencies in this area by ignoring them.
  6. Plans and metrics are not aligned with the strategy.  You need an organization that is sharply-focused on driving the strategic objectives in a collaborative and aligned way.  There is no such thing as independent functions; if you have them, get rid of them.
  7. A sub-optimal mindset.  A success mindset, especially at the top, is imperative.  Every one of your key players, in management and throughout the organization, needs to have a confident, optimistic, determined mindset.  Anything else is an energy-sapper and time-waster.

How many of these are you experiencing?

Copyright 2017  Bob Legge

___________________________

Bob Legge has an unmatched ability to help clients achieve competitive advantage, leaving competitors in their dust.  He has worked with companies across industries and geographies to align critical elements, dominate their markets, and achieve dramatic results, such as 600% revenue increase in three years.  Personally, he enjoys sailing where both his strategic abilities and tactical skills help him see interesting places while having a fabulous time with friends and family. .

Contact him at:   bob.legge@leggecompany.com.

Keep Your Eyes on the Prize

Professional race car drivers have their eyes well down the track in anticipation and readiness.  So do the very best equestrians who immediately upon completing one jump will be looking at the next jump even though it’s not where their horse is currently headed.   And, of course, the quote attributed to Wayne Gretzky is that he skates where the puck will be, not where it is.

The same is true of senior leaders — you need to be focused largely on where you are taking your company.  If you’re consuming your time on today’s needs and challenges, you need to change your perspective, use of time, and skills.  Those are three important competencies I work with senior leaders to improve.  You have managers and skilled talent to execute operating plans and handle problems; your focus needs to be on where your enterprise is heading, the obstacles to get there, and how the organization will need to adapt.

On a scale of 1-10, where 10 means full attention to the organization’s strategic destination, how would you rate yourself?  What do you need to do to improve your future focus?

Copyright 2017  Bob Legge

___________________________

Bob Legge has an unmatched ability to help clients achieve competitive advantage, leaving competitors in their dust.  He has worked with companies across industries and geographies to align critical elements, dominate their markets, and achieve dramatic results, such as 600% revenue increase in three years.  Personally, he enjoys sailing where both his strategic abilities and tactical skills help him see interesting places while having a fabulous time with friends and family. .

Contact him at:   bob.legge@leggecompany.com.

Take a Lesson From The Beatles

In 1966, The Beatles decided not to tour or do live concerts anymore.  They made the decision primarily because they did not feel they were growing, evolving.  When they played a concert, they played the same songs, and most of the time couldn’t even hear themselves play.  So they stopped and explored and, of course, the result was enormous growth and influence including Sgt. Peppers, the white album, Abbey Road and others.

I have seen managers and leaders at all levels and in all functions fall behind even though they once were the shining stars of their companies.  You must keep investing in yourself.  Living the same year over and over is standing still.  Companies get surpassed; so do individuals.  It doesn’t have to be that way.

Challenge yourself to learn and grow.  Do what the Beatles did and focus more on your own development.

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What are you doing about this?  If you’re serious about taking yourself to a higher level, maybe it’s time for more challenge, stimulation, and reward.  Give me a call — we’ll talk about the options.

Copyright 2017  Bob Legge

___________________________

Bob Legge has an unmatched ability to help clients achieve competitive advantage, leaving competitors in their dust.  He has worked with companies across industries and geographies to align critical elements, dominate their markets, and achieve dramatic results, such as 600% revenue increase in three years.  Personally, he enjoys sailing where both his strategic abilities and tactical skills help him see interesting places while having a fabulous time with friends and family. .

Contact him at:   bob.legge@leggecompany.com.

When Development Stalls at the Top

The need to continually develop knowledge and skills is important throughout an organization.  You’ve got to have people who are capable of handling new and bigger challenges in all aspects of the business.  If they stall, thinking that being competent today is going to be enough for tomorrow, they’ll get relegated to lesser roles and more knowledgeable and experienced people will be brought in over them.  I see it happening over and over again.

It’s particularly troubling, when development stalls at the top of an organization.  When senior leaders neglect to invest in themselves, it creates a mini-crisis.  Often times, the situation continues on indefinitely, hurting the organization’s performance, position in the market, and reputation with employees.  No high-performer wants to work for boss who isn’t keeping up and is unable to lead, challenge, and stimulate the organization.

What are you doing to invest in your own knowledge and skills?

I offer executive coaching and selected invitation-only leadership experiences for senior executives who are successful, and want to stay up-to-speed.  If you are interested in learning more, contact me.

Copyright 2017  Bob Legge

___________________________

Bob Legge has an unmatched ability to help clients achieve competitive advantage, leaving competitors in their dust.  He has worked with companies across industries and geographies to align critical elements, dominate their markets, and achieve dramatic results, such as 600% revenue increase in three years.  Personally, he enjoys sailing where both his strategic abilities and tactical skills help him see interesting places while having a fabulous time with friends and family. .

Contact him at:   bob.legge@leggecompany.com.