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7:57 am

Develop your Executives to help manage change

A person said to me a few days ago, "Change is inevitable. How you react to it is what's important."

Change over the last few years from a corporate perspective has centered around job security, circling the wagons and keeping the business afloat. Change has essentially controlled us; companies and employees have not reacted well to change. How can companies and their employees take control of change in 2014 and beyond?

CFO asks CEOThe labor market has started to make some fundamental changes in how human talent is procured and utilized. I term this change the 'app model' of labor movement. A company looks for an app/employee that will fit a specific set of criteria. When that person is no longer needed, they are let go. I think this will progress to the executive level as well.

Studies have shown that the tenure of a key executive is less than three years. Churning from one exec to another has consequences for employers and employees alike. Some of those consequences could work for the positive. Most of the time, the pain and cost don't really justify the change compared to alternatives. First, let's look at why employers look to make changes to their executive team.

Many times, change occurs because the company has evolved in ways that requires skills or capabilities which the executive doesn't possess in enough quantities to keep them in their position. Companies will say the employee didn't perform as needed or failed; however, both company and employee could have taken steps early in the process to avoid this parting of ways.

Executives, commercial executives (sales marketing and product) in particular, are critical cogs in driving successful strategies and determining whether companies thrive or dive. They are responsible for executing strategies and aligning the organization to meet customer needs and to drive the business. Companies that excel also have these executives create and pitch strategies as they and their teams are closer to the customer.

It is a much better strategy to support and empower the capable executives you already have and help them grow with you. Give them resources to bounce ideas off of people outside of the organization. Challenge them to experiment with ideas and not be afraid to fail. Open up experiences to them that will demonstrate your loyalty to them. They WILL stay and your company will PROSPER.


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3:30 pm

Are you a Transactional or Transformational Leader?

As a leader in your business, or of your team - how would you answer this question, "Are you a transactional leader or a transformational leader?" 

This concept was first outwardly highlighted to me by the Positive Coaching Alliance and a presentation I witnessed (I encourage any parent with kids in youth sports to go to this site). They likened transactional and transformational in this way:Coach talking to his players after the game

  • Transactional coaches/parents are focused and concerned about winning the game in front of them
  • Transformational coaches/parents are focused and concerned about supporting their child's development and growth through sports with winnning as a component

How does this transactional/transformational distinction translate into business and leadership?

Do you, your company or leadership focus on that sale in front of you? Making that monthly number by any way possible? Stripping each last efficiency out of current processes?

Or, are you a company/leader that concentrates on the the longer term path and journey to move your organization to a new level? Making numbers because the processes and value chain are established to bring that consistency and ability for growth?

Different companies need one over the other. There are costs and benefits for each approach. The question is probably which one you thrive in and enjoy.

I'd love to hear your thoughts on transactional v. transformational.

 

 


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