Do your people talk about results — or activities?

During the many years I’ve been working with companies, the characteristics of high-performing and ineffective organizations is stark.  In high-performing companies, people talk about the many ways to achieve significantly better results.  They are energized by improving the way they do things, solving problems and learning.

In ineffective companies, the talk is all about tracking and monitoring activities.  They tell stories and give excuses for why something didn’t happen, and it’s always something other than themselves that causes weak performance.

Where’s the focus in your company?  What are you doing to make results, not activities, the topic of conversations?

How to Get Your Organization On the Same Page

This newsletter is entitled “On the Same Page.”  It  can refer to many things including an orchestra whose members are following the score, or the dramatis personae of a play, all of whom are on the same script page.  Nearly every day I see organizations where people are not on the same page — not in agreement, not working collaboratively toward a common goal.  Yet it is a primary accountability of leadership.

When the senior team is on the same page, organizations have clear direction and purpose.  When entire organizations are on the same page, it creates an enormous competitive advantage, one that is extremely difficult for others to replicate.  It is today, the key to a high-performing organization.

An orchestra conductor’s job is first to assemble the right talent, get everyone on the same page, and then develop an extraordinary sound that comes from everyone being in the moment and playing their best.

To get everyone on the same page, and to keep them on the same page, the primary focus needs to be  on effective leadership, a clear purpose and goals, the right talent, and an organization that is sharply-focused on the strategy.

© Copyright 2015  Bob Legge


Bob Legge provides organizations with the ability to exceed their most ambitious goals.  I work with leaders of Fortune 500 companies, small and mid-size companies, nonprofits, education, and government. Together, we drive strategy, lead successful change, develop high performance cultures, improve individual and organizational performance, and produce faster, sustainable growth and value.  Contact him at

How to Achieve Leadership Power and Influence

If you want to establish strong leadership power and influence, learn what it means to establish “referent” power.   It is far more effective than power based on position, title, or the ability to reward or punish.  (The only other kind of leadership power that is almost as effective is being an acknowledged expert in a relevant subject.)  Referent power comes from people believing in you because of your honesty, your genuine interest in working with and developing people, having a clear vision and strategy for moving an organization forward, and a track record of not misleading people.  Referent power is characterized by a high level of trust and respect.

You can establish referent power and influence through consistent intent and behaviors.  And just as communication occurs in the receiver of communications (not the sender,) referent power is manifest in the hearts and minds of followers — it cannot be imposed by the leader.  And that is its strength.