Develop a team of entrepreneurial leaders in your organization who can feel like co-owners and think like your members/customers so that they can help you drivee engagement and growth. Adopt 6 strategies from Stanford Law School’s curriculum to lay out a staff and culture development path.
Most of us “play it by ear” when it comes to the execution of a new concept. Our focus is on acquiring ideas or information—planning, reading, discussing, hearing or analyzing them. When it comes to execution, we rely on the same old tools we always used and settle for ad hoc activities and initiatives. Yet one cannot achieve systems-wide change by “understanding” the concept or generating detailed plans. What these require are fundamental changes in the way organizations think and behave.
It is the execution of change rather than the ideas, themselves, where the rubber meets the road. Paradoxically, however, there are no tools or systems approaches for “executing” innovation.
Announcing a new dynamic, fast-paced, hands-on workshop for innovative CEOs on December 15.
Abstract visions of the future or well-meaning promises and expressions of appreciation become reality only when they connect to specific ways individuals can benefit from them immediately—whether these are opportunities for additional income, concrete new skills they can market, a share in profits or decision-making.
An article in Harvard Business Review, titled The Performance Management Revolution reports that more than one-third of U.S. companies are abandoning the traditional annual performance review in favor of less formal, more dynamic and frequent “check- ins” with employees throughout the year. These conversations provide immediate performance feedback in specific contexts and aim at future improvement rather than rewards or punishment.
Making innovation happen requires a shift in mindset. Case in point: Association for Financial Professionals. CEO Jim Kaitz approaches expansion by building organizational capabilities to constantly adapt to the
speed and nature of market change. Kaitz does not marginalize change by reducing it to new product launches or isolated initiatives outside of AFP’s core business. Instead, he lets small-scale successes and lessons learned catalyze broader changes to the association and disrupt business as usual.
To create a culture of cooperation, you need to refocus from products to people and translate change—not into theories or programs—but in doing things, thinking and measuring success differently.
|Reflex Response||Underlying Attitudes Stemming from Success|
|We are the biggest, greatest, most prestigious, oldest etc. organization of this kind.||Narrow, inside out view of the world: self-satisfaction vs. hunger; internal vs. market perspective|
|I get all the advice I need from my excellent staff, peer network, other CEOs who have been my friends for years and I respect. I don’t need help.||Attachment to business as usual; driven by routines and habits that may no longer be relevant or effective|
|We know what we are doing and have no interest in using a different perspective or framework to challenge my thinking and assumptions and push the limits of what I thought was possible.||Closing the door to discovery and exploration; settling for what there is and missing what could or might be.|
|We already know our members well. We have already considered all these things in our last strategic planning.||No real interest in members. Members have become commodities and their value is perceived very narrowly–only in terms of the short-term sales they generate.|
|We have already tried this and it didn’t work||Loss of motivation and urge to experiment and innovate; results in opportunity loss, “disconnect” with the market|
|We have 90% market penetration and 96% retention through our certification program. Everyone in the profession has to take our exams to qualify.||Narrow and short-term metrics that results in delusions about the association’s ability to survive for the long-term. Why go to the extra effort of long-term investments and capability-building when it is so easy to keep milking the same cow?|
|That’s not what we do:
||Defining your business by the products you create at a given time in your history; inability to re-define the nature of your business to match changing market needs and opportunities|