Seven Clarification Prompts for Transformation into Leadership Success (part 1)

January 20, 2011 by
Posted in Leadership, Performance Readiness Solutions

Clarity and Innovative Culture.

Sometimes the best practices are born of frustration. The current climate of the marketplace is one of skewed fluctuations, demonstrating wide swings of survival-mode thinking to advance planning in order to obtain a greater market share. Innovative leaders are leading the field, taking tenacious ideas and transforming initiatives into reality. Tapping into innovative advancement can be a struggle to many businesses, especially
those that have dealt with a wave of challenge and uncertainty through changes in business model; compliance with governmental regulation; or adjustments in customer behavior reflecting the real, new marketplace.

Decision to Innivate Requires Change.

Chief Executive Officers, Top Senior Management and Board of Directors are faced with many perils of business but more universal to the issue is what is it we are trying to do, either Grow? Avoid? Or venture into new field. This is the decision of senior leadership’s due diligence after much discernment. It was said by a colonel of the Great British Empire that “victory often goes to the army that makes the least mistakes not the most brilliant plans.” In other words, decreasing the number of bungled occurrences can result in a steadfast path to attaining a particular objective. The clarity model illustrates the following elements and there importance to advancing a corporate goal. It begins with the intent of the vision, in more pragmatic terms the intent is the focus of the effort and achieving strategic intent requires clarity, integrity, and a well-defined measurable outcome. Clarification prompts which each leader of management must ask themselves the following:

  1. What is the strategic intent and importance of the initiatives that are understood by all?
  2. How is the implementation of the initiative to remain running true and fulfilling its original intent?
  3. What are the expected outcomes and measures of success for the initiative and are they clearly stated?
  4. Does more research need to be performed to further demonstrate the need and the sanity of the initiative?
  5. Does an external base of knowledge or has a closely-related project been started to springboard off of?
  6. Do I have the right chemistry of people to engage upon this project and have confidence of a successful outcome?
  7. Can I sketch a visual picture of what final successful project initiative will look like?

Part 2 continues with how to power up your workforce through focus and clarity…


About the Author: For over 17 years, Mike Koper helped establish new training programs for GP Strategies™ and continues to be a subject matter expert in the manufacturing industry. He has written and published numerous thought leadership articles for the industry.

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