Being a Successful Leader

In this episode we discuss the first of my four building blocks for Building a Culture of Commitment. The Selection building block. A logical place to start. After all, you cannot build a culture of commitment if you do not have the right ingredients to work with. Correct?

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The intent is to give you greater clarity, confidence, and competence in preparing and conducting effective selection interviews by walking you through a unique and powerful process to do so.

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Thus far in discussing Building a Culture of Commitment we have:

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In the last episode we made the business case for building a culture of commitment, We now turn to assuring that you have a solid grounding of the relationship between work and human motivation. Such an understanding provides an important underpinning for the rationale for building a culture of commitment and how to go about it.

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Having a Culture of Commitment is not a nicety. it is a necessity for ongoing organizational success. It is good business.

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You have formulated a sound organizational strategy by engaging in quality thinking and interacting with your leadership team to define your organization’s Identity and set a viable Direction. Now we need to discuss the key tenets in the all important dimension of Executing the sound strategy on an ongoing basis.

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In the previous episode we discussed Action Planning: Work Specifications. This is all about starting your action planning process with defining success. In this episode we discuss specifically planning your work to meet the project specifications.

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Having charted a Strategic Path and converting it to a Master Plan, it is now time to craft specific action plans for each of the strategies in your Master Plan. In this episode we discuss Project Specifications. In the next episode we will discuss Work Planning.

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Having crafted a translatable, actionable vision based on the critical few areas of potential strategic focus you have identified, it is now time to chart a Strategic Path. The Strategic Path lists the strategies necessary to propel your organization toward achieving its vision. You then convert your Strategic Path into a Master Plan which serves as a guiding document for you and your leadership team to implement, monitor, and, when and as necessary, modify your strategies in moving forward.

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Having identified the critical few areas of strategic focus by conducting a Situation Analysis, as discussed in the last episode, you and your leadership team are now ready to work on crafting a translatable, actionable vision. A vision that defines your desired future state and positions you to chart a strategic path forward.

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Having discussed the Identity dimension of the Strategic Framework and its two components, Purpose and Core Values, we can now spring from that foundation and work on the Direction dimension, consisting of vision, strategies, andactions. But first you need to get your bearings before starting your journey. That is what conducting a Situational Analysis is all about. The intent of the analysis is to allow you and your leadership team to engage in quality thinking and interacting to identify the critical few areas of strategic focus that you need to work on. The areas of strategic focus that you identify become the bedrock of what I call a translatable, actionable vision.

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