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Leaders don t fall prey to their own success

It has to be the watchword of our today and tomorrow as well! Our highly competitive, global marketplace demands savvy leaders keeping the change engine of business on track.

  • There is no other option - the work must b e completed by the deadline;
  • Pretty soon, the group is starting to commiserate with her, and now the complaints have become infectious!

Heralding the necessity for organizational change is all well and good, yet how constructive is it when not backed up by action? Do you know how to drive the day-to-day operation of an organization to reflect this value?

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Successful action emerges as organizations identify the two essential business tensions that will ensure profitability and its future. The second is the need to anticipate, champion, and nurture Purposeful Change.

Leaders who understand their responsibility within these dual tensions have one foot firmly planted in present-day reality, and one in future possibility. They have an eye on the day-to-day operations, always fine-tuning for continued profitability. Each is fundamental for a healthy company.

  • Don't try to solve their problems for them because you can't;
  • Go out and look;
  • Contact For more information about the leadership coaching and consulting services I offer, please visit my web site or contact me!
  • Keep in mind your past accomplishments, candidly assess what has stopped you from achieving goals, as well as your personal beliefs about your abilities;
  • You keep the faith and you keep watering.

All too often, leaders become blinded or complacent to the full scope of their responsibilities—spending more attention on one side of the equation than the other.

Consider what happens when these tensions are mishandled.

Leaders don t fall prey to their own success

If you are a leader engaged in a Structural Stability perspective, you would affirm a leadership style that is systematic, linear, rational, and incremental.

Employees are evaluated on improvements, efficiencies and on-time deliverables.

  • Follow your plan and take action;
  • To give them responsibility and hold them accountable to advance the mission;
  • It's other people and situations that are responsible for my performance;
  • Two other interesting distinctions;
  • They were the preeminent reference book company in the world.

The management focus is on quality, quantity and completion. Encyclopedia Britannica is a company that was fixated on maintenance. They were the preeminent reference book company in the world. The company tumbled from its lofty perch.

Management so focused on their infrastructure—improving their reference material, their sales force results, the quality of their products, and their production processes—that they missed a little change in the wind of commerce when computer CDs and then the internet shook up the industry. They focused on securing their Structural Stability with little attention spent on non-linear, new ideas, and reinvention.

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Just this March after 244 years of publishing, Encyclopedia Britannica announced they were no longer printing books. Playing catch-up rarely wins back first place. Employees in this domain will be innovative, rule breaking, expanding the box thinkers. Your management focus will be on idea-generation and overall long-term success. An organization exclusively caught up in the challenge of tomorrow, even with a great product or service base, rarely achieves corporate stability and profitability.

Remember Etoys, the internet company that was announced as the brightest e-commerce portal introduced to the marketplace since Amazon and Ebay? They spent a great deal of their attention and resources on Purposeful Change strategically crafting Etoys as the dominant online retailer of toys.

Then their infrastructure broke down leaving them unable to ship scores of Christmas orders until after the holidays! This delivery failure led to bad press… that led to lack of confidence from both their customers and investors… that led to bankruptcy! They attempted to shore up their infrastructure. Leaders must recognize that a healthy tension between the need for both Structural Stability and Purposeful Change is essential—for without it organizations have little chance for a long-term, profitable future.