If you’re taking on a new leadership role, your first 100 days are critical. As you’ll be aware, the stakes - for you and your organisation - are high. Check out this graphic from McKinsey, a consultancy:
As you can see, 90% of leaders who had a successful transition deliver on their three-year performance goals. But when leaders struggle through a transition, the performance of their direct reports is 15 percent lower than it would be with high-performing leaders.
The idea of a new leader 100-day plan is common. There are plenty of articles and books on the topic. Whilst I’ve benefited from these myself, they tend to fall down in two ways:
You’re a high achieving founder/executive with an impressive track record.
You’re a quick-thinking strategic problem solver. You love the challenge of fast-moving, complex situations. You’re always among the first to catch a vision.
But despite that, you don’t feel that special inside because of the deep sense that you could achieve so much more. You know you’re playing too small a game.
Sounds familiar? You’re not alone.
In my coaching and consulting work with incredibly impressive founders/C-Suite leaders and their teams, I’ve found four main pitfalls keep high performers from achieving their potential.
In this document, I describe these pitfalls.
You won’t necessarily find all apply to you. But my clients have demonstrated that when you overcome your top 1-2 issues on this list, your world and your legacy transform.
Many leaders stop growing because they’re getting great reviews from their boss and strong feedback from their people.
Unfortunately, they don’t realize they’re still only in the first phase of their leadership journey.
Perhaps you’re getting results from your team that bolster your company’s bottom line. Your people respect you and look to you for direction. You know you’re an effective leader – maybe you’d even rate yourself as, say, an 8 out of 10.
However, you might be using a scale made for people with more modest ambition.
It’s time to recalibrate that scale to reveal the tremendous opportunities for growth--and to inspire yourself to reach for greater heights.
How Coca-Cola recalibrated its idea of what was possible
Look at how Coca Cola recalibrated its concept of what it had the ability to achieve. The company had already cornered over 65% of the international soft drink market – the height of success, one might say. However, instead of just patting themselves on the back for a job well done, executives realised they’d only cornered a small portion of the total drink market.
Meanwhile, Pepsi dominated 77% of the sports drink market and 88% of coffee drinks. Now, Coca Cola too is focused on becoming a “total beverage company” that dominates in many different categories of drinks where it has boundless room for growth.
The lesson: Don’t just luxuriate – and languish – in your success, and
“You’d better be damn sure when you wake up that you’re doing what you want to be doing as opposed to what you feel you ought to be doing or what somebody else thinks you ought to be doing.”
What’s your next big leap forward for your career or business?
Perhaps you’re highly motivated by your current role - but aren’t quite sure what the next step is.
Si vous êtes un entrepreneur, un porteur de projet - bravo ! Vous êtes parmi ceux et celles qui ont une vision, une passion et un vrai désir de changer le monde, au moins un petit peu. Vous êtes passé de ‘spectateur’ à ‘acteur’, et pour cela je vous félicite.
Mais d'après mon expérience, les entrepreneurs se retrouvent souvent un peu isolés. Ceci crée un certain manque de recul par rapport au projet. Le résultat ? Quelques “angles morts” qui freinent la croissance de l’entreprise.
Autrement dit, si nous continuons à accepter notre propre “histoire” par rapport à notre situation, nous n'arrivons pas à trouver de solutions radicales pour vraiment faire avancer notre projet. Nous sommes plutôt dans le domaine de l’incrémental, de “travailler plus pour avancer plus vite”.
Dans mon travail avec des chefs d’entreprise, je vois (j'observe/je remarque souvent) trois aspects en particulier qui méritent d’être “challenger” par un tiers, pour permettre à l’entrepreneur d’identifier de nouveaux accélérateurs de croissance :
The results are in from xquadrant's 2018 Organisational Leadership Survey.
In the spring and summer of 2018 xquadrant surveyed over 150 senior business leaders in order to understand their top business goals and the organisational challenges that were putting the brakes on their ability to execute.
The results are fascinating and we’ll review them in this short series:
Effectiveness is more than productivity. Whereas productivity is 'doing things right', effectiveness also includes 'doing the right things' and can be seen as a chain that links your daily activities to your deepest needs, desires and hopes for the future.
So if you want to live a successful, accomplished life, tuning up your personal effectiveness is one of the wisest investments you can make.
So for this important topic, I reached out to 60+ very accomplished experts in a number of fields, including CEOs, leadership experts, productivity gurus and ministry leaders. I asked them the following question:
What is the most surprising tip you’d give somebody looking to grow their personal impact & effectiveness?
I recently updated this post with some additional insights and updates. I hope you'll agree that the result is one of the best collections of personal effectiveness tips. This is real practical wisdom for achieving great things in your work and life.
Our partner, *GiANT Worldwide*, coined the term ‘liberating leader’ to represent the kind of leader who is truly worth following. This article describes what a Liberating Leader is, why it’s so important, and what you’re ‘signing up to’ if you aspire to being a Liberating Leader.
Sure we can talk strategy, or value propositions, or tech-sector trends or organisational development. We love that stuff at xquadrant!
But there’s a deeper heartbeat at xquadrant. It’s to help leaders build amazing teams and organisations that accomplish great things.
In fact, we can go further. It’s to help ambitious individuals like you create a legacy of positive change and success in all circles of influence: personal, professional and community.
You see, xquadrant was founded on the conviction that great leaders accomplish great things precisely because of their ability to create environments where people grow and perform at their best.
This is not blind faith. In his bestselling book Good To Great, Jim Collins reported that he was surprised when the data from a serious research project found a direct linkage between outstanding long-term business performance and the presence of humble and committed senior leaders.