Business management

People lie once every ten minutes. What is this costing your company?

By |2018-12-01T19:10:52+00:00December 1st, 2018|Categories: Business Leadership, Business management|

It has been said that we live in a culture of lies—white lies, exaggerations, misrepresentations and outright deceptions. In fact, Robert Fieldman has recently published a book that demonstrates that the most popular people are the ones who lie most often. Plus before people know each other will they tend to lie once every ten minutes. My question is: how will that affect business success or failure?

I’ve seen that lying is one of the most destructive forces in a business management. One of the leading offenders is the way an organization engages in self-deception. An organization will collectively kid itself in the interest of moving forward.

Consider this scenario: You are running a company. You are likely a strong personality or you wouldn’t have had a good deal of success already. You have a new idea, and because you are a good boss with a great staff, you ask for your employees’ input. They support the major thrust of whatever you describe, raising minor objections. You head back to your office to begin an implementation plan.

Now imagine the potential reality: your employees have high mortgage payments, a kid or two, and increasing credit card debt. They also hold the belief that their next raise will be tied to being a popular “team player” so they withhold awkward but insightful criticism. Your business slowly fails because the truth will put your employees’ immediate futures at risk.

Everyone in this scenario is trying to be the good guy. But in reality, the good guy employee would risk his or her raise to speak the truth. The owner who’s a really good guy would demand truth and create a culture of honesty—rewarding smart, respectful, and comprehensive thinking.

On the other extreme, I’ve seen the opposite problem in a company whose motto was “challenge the process.” It’s not a bad idea, but in practice, it can create a culture of naysayers. If you were brave enough to agree with anything, you risk not living up to the motto. It can paralyze the organization. Large-scale projects may not get off the ground effectively because company-wide support was impossible to achieve. The motto, unfortunately, can create a company-wide agreement to sustain a different sort of self-deception: “The system or ideas we have proposed cannot be right if I’m going to live up to the motto and get my next raise.”

Clearly, it takes humility, courage and, of course, honesty to find out how lying might be damaging your business.

What’s replacing traditional strategic planning?

By |2018-12-01T18:32:28+00:00November 28th, 2018|Categories: Business management, Business Strategy|

Why does traditional strategic planning generate over 50% failure rate? Learn what you can do set your team up for a higher percentage of successes. Learn why traditional methods can’t address the root causes and what can. Watch this six-minute video.

Dynamic platform vs. traditional business strategy

By |2018-12-01T04:39:36+00:00June 27th, 2018|Categories: Brand Strategy, Business Leadership, Business management, Business Plans, Business Strategy, Strategic planning|

Our dynamic platform harmonizes your leadership team around a clear vision in one day and then builds momentum long-term, ensuring that vision becomes a reality. It could be called a “Strategy Platform”. But let’s not. Our approach is so radically different from the disappointing image “strategy” can summon in the minds of business leaders, we don’t like to use the word.

Unlike a traditional approach to strategy, our dynamic platform is an online, adaptive, affordable, collaborative method that guards against faulty conclusions or dust-gathering strategy documents because no one knows quite what to do with them.

Don’t settle for the traditional approach of just getting people on the same page, offer them a framework for smart improvisation.

Wondering if it’s actually possible? Over a hundred organizations have found it highly beneficial.

Check it out: http://visionplatforminc.com

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Why do so many business initiatives fail?

By |2019-08-19T18:54:38+00:00May 14th, 2018|Categories: Business Leadership, Business management, Business Strategy, Strategic planning, Uncategorized|

According to executives, nearly half of all strategic initiatives fail.

Various studies conducted since 1995 consistently show executives will admit their strategic objectives have failed on some level almost half the time. I am not surprised by the failure rate, but I am thrilled by the honesty. When we can admit a problem, we can begin looking for a solution.

There are two reasons strategy fails. Either there is a flaw in the strategic plan, or the strategy fails in execution. The root cause of both failures is confusion around about what strategy is, and what it is not.

We are all taught we answer the“Why.?” questions first and align our team around an inspiring vision. Strategic objectives will then answer the question of “What?”. Tactics answer the question “How?” The trouble comes when strategic objectives and executional tactics are also considered strategy. We’ve all seen a set of tactics presented as a strategy. This is a classic mistake, but one that can be avoided when these concepts are understood as separate but connected elements in an overall business framework.

Most business leaders are very comfortable with the idea of creating a plan for executing strategic objectives. They know how to break a broad objective into smaller objectives, and then assign the necessary tasks and deadlines to individuals to accomplish those goals. It sounds like a straightforward process, and impressive when the plan is presented in a whiz-bang slide deck. Yet those same business leaders are surprised when the execution of that plan doesn’t quite proceed as they’d intended, or at least about half of them are.

Unfortunately, without answering the “Why” question first, there are no criteria for evaluating those objectives, or how they will be executed. So the leader can either do nothing because he cannot make a clear-minded decision on his own, or he’ll do what most leaders do, make the best guess he can and hope it doesn’t fail. Suddenly, it becomes apparent where the high failure rate of strategic initiatives comes from.

There has to be a better solution.

We’ve developed a really smart option to rapidly answer the“Why” question first. Check it out at https://visionplatforminc.com

 

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