Decision making could get complex at times. Single reason decision making is about finding that ‘one reason’ to choose a particular path. It implies setting aside the long list of pros and cons of options available, and choose the one based on a single decisive reason. Often, to do something (or not to do something) […]
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Communication is not just what we say, it’s what they get – anonymous. The receiver(s) are an integral component of communication. Ultimately what they get determines the effectiveness of communication. In a way, the essence of communication is ‘what they get’. As a leader it’s important to make sure people get what we want them
Humanising data is a significant tool leaders use to communicate effectively. It makes raw data easier to consume. For example: 4 acres of land as equivalent to 3 football fields, 30 meter height as the height of a 10-storey building. Humanising data is about translating, customising data into something that is relatable to a particular
Leaders take care to express their views as their views, not as facts. People align quickly with what a leader says – views expressed may be (mis)taken as facts, suggestions offered may be considered as instructions. It’s upon the leaders therefore to take (additional) care while communicating their views as views, not as facts. It
‘If there is no fire in you, how can you inspire anyone. If you want to inspire, you must burn intensely’- Sadhguru. Leaders with intensity inspire others. CEO is also the Chief Energy Officer! High energy inspires the team, the stakeholders; fires up people, drives up engagement and commitment levels. Intensity enhances one’s Leadership Presence.
Often Rules are viewed as restrictive; In reality Rules are Liberating. Rules avoid re-inventing, revisiting similar issues again and again for decision making. A well-defined approval process, a clearly laid-out Limits of Authority matrix, process automation with set rules, or a simple Standard Operating Procedure frees up Leader’s time significantly! Rules are Liberating! #ceo #scaleup
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Ability to handle difficult conversations enhances one’s Leadership Impact. Bringing the purpose, the larger perspective, helps to center such conversations. Slowing down the pace of the conversation consciously, and separating facts from emotions help leaders carry out difficult conversations with grace. Being kind on people and tough on issues also helps a leader in such
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Those who win the game are those who stay in the game – Anonymous. Setbacks and headwinds trouble leaders while moving forward on their path. Operational challenges and roadblocks could at times be overwhelming. Persisting, persevering, enduring, and staying involved in the game is important to win the game. Obviously those who quit can’t win
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Operating Rhythm is an outcome of the business structure, policies, processes, and activities an organisation follows across levels. When designed and executed well, it sets clear expectations from each role, lays down appropriate processes, measures, including frequent reviews at different levels, aligning business operations with the organisation’s vision, goals, values and strategic priorities. Creating and
Agree and commit, disagree and commit, or get out of the way – Scott McNealy. Disagree and Commit avoids the consensus trap. Disagree and commit provides psychological safety for the team members to disagree while a decision is being made. Once the decision is made, everyone commits to implementing it. Leaders fostering a culture of
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