Category Archives: LEADERSHIP

AUTHORS, BUSINESS, LEADERSHIP

Col. Lee Ellis: Discusses meaning, purpose, and leadership

Col. Lee Ellis has been on this show before, but now he joins Gareth and I on A New Business Mindset, and shares his thoughts on meaning, purpose, and leadership. You can learn more about Col. Ellis here.

Leon F. “Lee” Ellis is a retired United States Air Force Colonel, award-winning author, speaker, and consultant. He was a long-time POW during the Vietnam War.

Brief discussion guide:

1. There is no freedom without sacrifice (quoting from “The Lord of the Rings”) or honor without courage. We need to take on our full responsibility if we are to fully live our lives and become all we can be;

2. Leadership must begin with self-awareness. You must first know who you are and be willing to be vulnerable and authentic;

3. You can have everything taken away, but if you know who you are and hold true to your values and your self, you will retain all that matters and all that you need.

This interview was first published on Gareth Young’s A New Business Mindset.

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BUSINESS, LEADERSHIP, MARKETING

NBA Star Mark Blount On Achieving A Business Triple-Double!

Joined on the show today by Retired NBA Star (Boston Celtics and Miami Heat) and now businessman and entrepreneur, Mark Blount. You can learn more about what Mark is up to here.

Mark Blount1. What is a triple-double, and why is it so rare in the NBA?

2. Blount’s Business Triple Double concept involves succeeding in three main categories: Starting a Business (points), Growing a Business (rebounds), and Exiting a Business with profits (blocks).

3. Secrets for Short-Term Success: 5 Ways to Score Fast ‘Points’ In Business.

4. 7 Ways to Effectively ‘Block’ The Competition One Department at a Time.

5. Maintaining Marketplace ‘Possession’ Through ‘Rebounds.’

6. Importance of giving back to the community.

7. Mark discusses the transition from a professional athlete to an entrepreneur.

8. Mark also talks about the apparent advantages that come from being a well known NBA star. Or are they?

About Mark Blount:

Mark Blount’s long and successful career with the NBA is the story of a man with the determination to succeed where others might have picked up their ball and walked off the court. Mark played a total of six years with the Boston Celtics from 2000 to 2002 and again from 2003-2006, a season with the Denver Nuggets and the Minneapolis Timberwolves, and two seasons with the Miami Heat. After retiring from the NBA in 2010, Mark took the skills he learned on the court and brought them to the business world, beginning with the specialty food franchise and real estate industries, where he has curated tremendous entrepreneurial success.

Always ready to give back to the community, Mark brought his team building skills and compassion to several projects in South Florida. In 2012, Mark started an annual Thanksgiving Turkey Giveaway, donating and distributing turkeys to low income families through church organizations in Palm Beach Gardens. Mark sponsors Project Full Press, a camp committed to the development, growth and health of today’s youth.. Seven Wellness is an organization Mark created to bring fitness and nutrition awareness to underprivileged kids, bringing in professional trainers to educate the children on exercise and specific movements.

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AUTHORS, BUSINESS, LEADERSHIP, PERSONAL GROWTH

Episode Seven: Leading Organizations, Enabling the Organization to Both Scale and Sustain Itself

Welcome to Episode Seven of the Tensions of Leadership (the final episode of Season Four): Leading Organizations — Part 2, Enabling the Organization to Both Scale and Sustain Itself!

Discussion guide from the Tensions of Leadership, Episode Seven:

1. Navigating the transition from entrepreneurial leader to enterprise leader. Shifting from the individual to a team focus.

2. The classic struggle of working IN or ON the business. When IN the business, you don’t have the altitude to look towards the future.

3. Loyalty vs. performance. The talent focus and needs evolve as an organization shifts from entrepreneurial to enterprise. And you have to be mindful of that. Don’t be loyal to the wrong type of talent for the current lifecycle.

4. To build a sustainable organization, you now have to be a talent magnet.

5. It is unrealistic to think that all talent recruited at the launch of the organization can easily evolve and transition as the organization evolves into an enterprise.

6. Performance vs. potential.

7. A fifteen-year veteran of the organization might not have the necessary skills for the enterprise tomorrow. Don’t just give him the job because of the tenure.

8. To be a talent magnet, don’t just recruit when you have an open position. When you find the right skill set AND/OR good potential for growth, you should consider them now.

9. You have to focus very hard on building the right executive team – they are the leader of leaders.

10. A key tension is short-term vs. long-term thinking. It’s very easy to get into the weeds and be distracted by the details of the business. And “long-term” is defined differently depending on your business lifecycle.

11. Are you finding the right balance between being mindful that things are working today, and looking ahead to find the right solutions to scale to the next level.

12. If a leader says they cannot think ahead because they have to focus on running the business, they are the wrong leader. You have to balance today and tomorrow.

13. To resolve a lot of the tensions we’ve discussed in the series, it all comes down to a balancing act.

14. This process of finding balance, and resolving tensions, and focusing on both short and long-term thinking, NEVER ENDS. And the more you work on moving through them, the easier it does become to resolve them.

Click here to listen to all of Season Four!


Erica Peitler, intrepidNOW

About our host, Erica Peitler:

Erica is a Leadership Performance Coach who courageously partners with individuals, teams and organizations who want to realize their visions of success by transforming their leadership potential into visible, on the ground, breakthrough leadership performance!

With an engaging, provocative and straight forward approach, Erica inspires leaders to reach beyond their comfort level as they pursue becoming the performance based leaders they aspire to be in both their professional and personal life.

As a keynote speaker and author, Erica educates, entertains and enlightens audiences on leadership, transformational change and professional/personal growth initiatives.


Find Erica Peitler’s book here:

The essence of Leadership Rigor is creating change-ready leaders who can embrace challenges because they have the tools, models, and language to assess, structure, and facilitate aligned actions. They also have the mindset and emotional skills to lean into the change process despite its uncomfortable nature. By innovating on their preparedness first, these change-ready leaders are equipped to realize the growth in themselves and in their teams or organizations. Are you ready to take on your personal journey of Leadership Rigor?


Series co-host Todd Schnick is the Editor-In-Chief of intrepid.MEDIA and a media and content strategist. A former marketing strategist, lobbyist, and national political operative, Todd now lives and works in the Chicago Loop with his family. He is a writer, foodie, bibliophile, distance runner, and nearly full-time dog mom.



This series recorded LIVE from our Merchandise Mart studios in Chicago, Illinois! (Click on photo below for history of our studios!)

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AUTHORS, BUSINESS, LEADERSHIP, PERSONAL GROWTH

Episode Six: Leading Organizations, Diagnosing Your Business Lifecyle and Establishing Your Leadership Role Clarity

Welcome to Episode Six of the Tensions of Leadership: Leading Organizations — Part 1, Diagnosing Your Business Lifecyle and Establishing Your Leadership Role Clarity

Discussion guide from the Tensions of Leadership, Episode Six:

1. What kind of organizational leader can you be: Entrepreneurial? Enterprise? Both? And how are they different:

2. Entrepreneurial: the hunter, looking for the deal, going with your gut, your instincts.
3. Enterprise: More belief in structure, process, systems, operationalize the organization, get the trains to run on time.

4. The key is for an organization to navigate the balance between the two styles.

5. Another key for an organization is to match the leadership style with the life cycle the organization is currently in.

6. The tension is can a leader transition from one style to another, or do you have to hire for that? For example, if you are entrepreneurial, you can hire a COO. If you an enterprise style leader, you can hire an innovation officer.

7. What are the signs that you have to begin the work to make that transition from one style to another?

8. When a leadership style is not in alignment with the business cycle, you can see where an organization is ripe to be disrupted.

9. Too many organizations aren’t thinking about this, and in many cases, do not understand what life cylcle they are in. How do you know?

10. How do we deal with the tension between strategy and operations? If you do not draw a line between the two, you begin to have muddled conversations and outputs.

11. As an organization evolves, you must focus on the business culture, and is that evolving as well, and still in alignment with the business life cycle. Obviously (or not), how we do things at the entrepreneurial startup stage is different when you are an established, large enterprise organization.

12. Don’t forget the importance of communication and messaging when this transition between life cycles is occurring.

13. Is your talent and training evolving as well? When you have transitioned to an enterprise organization, is your talent still in the startup mindset?

14. The tension of the speed of business: the entrepreneurial speed of business is now and immediately; the enterprise speed of business is what the process and systems dictates.

15. The tension of risk management. No surprise, but a startup is more willing (and able) to take, endure, and recover from big risks…

Click here to listen to all of Season Four!


Erica Peitler, intrepidNOW

About our host, Erica Peitler:

Erica is a Leadership Performance Coach who courageously partners with individuals, teams and organizations who want to realize their visions of success by transforming their leadership potential into visible, on the ground, breakthrough leadership performance!

With an engaging, provocative and straight forward approach, Erica inspires leaders to reach beyond their comfort level as they pursue becoming the performance based leaders they aspire to be in both their professional and personal life.

As a keynote speaker and author, Erica educates, entertains and enlightens audiences on leadership, transformational change and professional/personal growth initiatives.


Find Erica Peitler’s book here:

The essence of Leadership Rigor is creating change-ready leaders who can embrace challenges because they have the tools, models, and language to assess, structure, and facilitate aligned actions. They also have the mindset and emotional skills to lean into the change process despite its uncomfortable nature. By innovating on their preparedness first, these change-ready leaders are equipped to realize the growth in themselves and in their teams or organizations. Are you ready to take on your personal journey of Leadership Rigor?


Series co-host Todd Schnick is the Editor-In-Chief of intrepid.MEDIA and a media and content strategist. A former marketing strategist, lobbyist, and national political operative, Todd now lives and works in the Chicago Loop with his family. He is a writer, foodie, bibliophile, distance runner, and nearly full-time dog mom.



This series recorded LIVE from our Merchandise Mart studios in Chicago, Illinois! (Click on photo below for history of our studios!)

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AUTHORS, BUSINESS, CONTRIBUTORS, LEADERSHIP

The Hazards of Business Execution, Part 4 of 4

This is the final segment of a four-part series!

I want to share with you in a series of 4 brief articles, how to overcome the obstacles to effective and predictable business execution of strategic initiatives.

There are chronic issues that exist in all organizations and far too many leaders accept them as a non-negotiable part of the business environment — things like resource disconnects, decision stalls, organizational politics, weak or passive-aggressive support, or everyone simply being too busy.

Previously I talked about the first 3 steps in the MOVE model
M = The Middle
O = Organization
V = Valor

Today I want to talk about the fourth and final step in the MOVE model: E= Everyone

Although you can lead a transformation from the top, you can’t DO a transformation from the top. Successful transformation requires that everyone participates. If they don’t move forward, you don’t move forward.

Telling does not equal communicating

You need to be ready to consider this first telling of your strategy to your organization as pretty much a throwaway effort. Yes, it’s a step in the process. Yes, you need to communicate top down. But to genuinely communicate, and to get your message internalized, and for your transformation to take hold, you need to create a fundamental shift in the way that you think about communication. You need to change your existing idea of communication to instead become conversation — that involves everyone.

Your broadcast has almost nothing to do with whether or not something has been communicated. Simply telling people your strategy does not mean they heard it.

You should not assume that just because you have told everyone your strategy (for the first time!), that they were listening carefully, internalized it, know what they need to do personally to act on it, know how to optimize it with regard to their current work, and will actively do the right things to implement their piece of it.

And in fact, it’s kind of funny, when an executive realizes that people “aren’t getting it”, typically I find there is an inverse relationship between the level of emphasis an executive will use to say, “but I was very clear” and how much has actually been internalized by their audience!

Conversation vs. communication

The right measure is never about how clearly you think you have communicated. The only right measure is about how much your audience has internalized.

You have communicated successfully when the people in your organization are talking about it amongst themselves.

For your transformation to work, the change must be part of the social fabric of the whole organization in a very real way — and that happens through conversation.

For example, when you can approach an employee at any level at random and ask, what is the most important thing for us to be doing right now, and why? — and get the same answer most of the time — then you can say that your communication has been successful.

Conversation creates forward momentum, and safety

People will only feel safe to keep doing the new thing if they hear their peers are still talking about it. If the conversation stops people will start asking, “Are we still doing this?’ and your strategy will stall.

Decorate the change
To give people confidence to keep going they need to see signs of the new strategy every single day. Through your conversations and physical modifications to the workplace you can “decorate the change” to make the new way a tangible part of the social fabric of the organization.

Listen and Share
Too many organizations treat communicating as an afterthought, and this is deadly to a successful transformation. It’s important to do not only top down conversations, but foster and environment of sharing information across groups (by making information sharing part of performance objectives!)

Power and Trust
As leaders we have a choice to share power or hoard power. If you share power you build trust, and trust is rocket fuel for keeping motivation and momentum in a transformation. And with trust there is no neutral. You are either building trust, or destroying it. You must invest in building trust through building conversation.

My new book MOVE is about decisively executing strategy

Get your copy of MOVE to help you truly engage people on a personal level, build trust, and increase confidence to move your strategy forward. Learn how to change communication into the kind of conversation that fuels forward momentum, and how to decorate the change so the path forward is an obvious part of the environment every single day.

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You can find Patty Azzarello’s upcoming book here:

Download a FREE Preview of MOVE

In my years of leading business transformations and turnarounds, building highly successful management teams, and working with countless clients to implement their strategies, I have determined what factors enable faster, more decisive execution, and reduce risk.
It’s all in the book! I can’t wait to share it! Available in February.

Get a copy for your whole team!
Or if you’d like to pre-order a copy for everyone on your team, contact us for bulk-order discounts.

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AUTHORS, BUSINESS, LEADERSHIP, PERSONAL GROWTH

Episode Five: Leading Teams, Shifting from Me-Ology to We-Ology

Welcome to Episode Five of the Tensions of Leadership: Leading Teams – Part 2, Shifting from Me-Ology to We-Ology!

Discussion guide from the Tensions of Leadership, Episode Five:

1. In Leading Teams Part 1 we talked about recalibrating yourself to lead teams, in part two, we talk about how to develop the team around you.

2. The tension of time, and how are relationship with time now has to shift. Time now has to be an investment in your people.

3. “You cannot think about taking time away from YOUR work to help others. Helping and serving others IS YOUR WORK!”

4. Relieve the tension from being a practitioner to now becoming a philosopher.

5. And you know have to worry about how your people are spending THEIR time.

6. The shift from being a “today” leader to becoming a “today AND tomorrow” leader. You are in the mix of a lot of things now, not just focused on your little world.

7. The tension of now having to worry about the organization is a difficult shift for many new leaders.

8. In addition to leading your direct reports AND serving the organization, you also now have to pay attention to peer-to-peer leaders, and be sure you are serving in cross-functional ways too.

9. Protecting your team, your peeps, may NOT be serving the organization well. And you have to be cognizant of this tension.

10. The tension of capacity. Do you have the capacity to handle all of this? And you have to teach capacity building to your team as well.

11. “Lack of capacity is the biggest reason most organizations do not make it to the next level.”

12. Composure is also important! Do you have the temperament to lead? Will you bring positive attributes to leadership? Or will you be negative?

13. You have to resolve issues at the point of contact, BEFORE they escalate.

14. Silos versus cross-functional collaboration. Mission critical to leader on behalf of the organization, especially as you are moving towards enterprise level leadership.

15. “Talent is an enterprise asset. Not yours.”

Click here to listen to all of Season Four!


Erica Peitler, intrepidNOW

About our host, Erica Peitler:

Erica is a Leadership Performance Coach who courageously partners with individuals, teams and organizations who want to realize their visions of success by transforming their leadership potential into visible, on the ground, breakthrough leadership performance!

With an engaging, provocative and straight forward approach, Erica inspires leaders to reach beyond their comfort level as they pursue becoming the performance based leaders they aspire to be in both their professional and personal life.

As a keynote speaker and author, Erica educates, entertains and enlightens audiences on leadership, transformational change and professional/personal growth initiatives.


Find Erica Peitler’s book here:

The essence of Leadership Rigor is creating change-ready leaders who can embrace challenges because they have the tools, models, and language to assess, structure, and facilitate aligned actions. They also have the mindset and emotional skills to lean into the change process despite its uncomfortable nature. By innovating on their preparedness first, these change-ready leaders are equipped to realize the growth in themselves and in their teams or organizations. Are you ready to take on your personal journey of Leadership Rigor?


Series co-host Todd Schnick is the Editor-In-Chief of intrepid.MEDIA and a media and content strategist. A former marketing strategist, lobbyist, and national political operative, Todd now lives and works in the Chicago Loop with his family. He is a writer, foodie, bibliophile, distance runner, and nearly full-time dog mom.



This series recorded LIVE from our Merchandise Mart studios in Chicago, Illinois! (Click on photo below for history of our studios!)

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AUTHORS, BUSINESS, LEADERSHIP

Sid Mohasseb: Don’t leave change to chance

Joined in studio by Sid Mohasseb, adjunct professor at USC, and author of The Caterpillar’s Edge: Evolve, Evolve Again, and Thrive in Business. Learn more about the book here!

Discussion guide from our conversation with Sid Mohasseb:

Sid Mohasseb1. One of the taglines around your book is “Don’t leave change to chance.” Sounds self explanatory but how does that relate to your book?

2. Your first chapter tackles the subject of “addiction.” What addiction(s) are you referring to?

3. What lessons does a caterpillar teach us about business?

4. We’re entering some uncharted territory in the global business world. What advice can you give to those looking to thrive amid uncertainty?

5. You write about getting grounded and not moving too fast. What’s the importance of being grounded in a world that seems to be moving very fast?

Find Sid Mohasseb’s book here:

About Sid Mohasseb:

Sid is a serial entrepreneur, investor, venture capitialist, and business thought leader. He is formerly the Head of Strategic Innovation for KPMG’s Strategy Practice, where he consulted with Fortune 500 clients worldwide. He is also an Adjunct Professor at the Marshall Business School, University of Southern California (USC), where he teaches strategy and data analytics.

Sid has founded and led several early-stage and hyper-growth companies from inception to acquisition. He has also led company turnarounds—from near bankruptcy to profitability. His expertise is in connecting theory to reality and helping people see the bend in the road ahead.

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AUTHORS, BUSINESS, LEADERSHIP, PERSONAL GROWTH

Michael Alden: The total power of incremental change

Joined in studio by Michael Alden, the President of Blue Vase Marketing, and author of 5% More: Making Small Changes to Achieve Extraordinary Results. Learn more about Michael here.

Discussion guide from today’s conversation with Michael Alden:

Michael Alden1. The benefits of incremental growth.

2. “Large enough to be productive, small enough to be sustainable.”

3. Spend 5% more time with your current customers: It is much smarter to spend a little more time with your current customers than to chase new “leads.” Your customers have already decided to buy from you. The key is to make sure that they are satisfied — or better, yet, delighted with your product or service.

4. Increase product/service prices by 5%: Don’t be afraid to increase your prices. People will pay slightly more, if you are providing something that adds value to their lives.

5. Increase results by 5%: Stop focusing on activities, and focus on results instead. Looking at how to increase results, even by a small amount, will help you identify and eliminate actions that waste time.

6. Do something 5% differently than your competitors: Be a little more creative and think a little bit harder than your competitors. Whether it is going the extra mile in customer service, or offering a product that’s just slightly better than that of your competitors, makes the difference in winning sales.

7. Motivate your team to give 5% More: Your business will never grow, if your team keeps doing the same thing over and over again. Invest 5% More in training and supporting them, so that they can do the best job possible.

Find Michael Alden’s book here:

About Michael Alden:

Michael, author of 5% MORE is the founder and CEO of Blue Vase Marketing, a multi-million dollar marketing firm that has been ranked by Inc. Magazine as one of the fastest growing private firms in America. Alden is also a recipient of SmartCEO Magazine’s 2016 Future 50 Award. A successful serial entrepreneur, who hosts his own podcast and a writes a popular blog, Alden is a speaker and regular guest on television and radio throughout the country. His first book Ask More, Get More was a national bestseller.

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AUTHORS, BUSINESS, LEADERSHIP

Angela Sebaly: How to be a courageous leader

Joined in studio today by Angela Sebaly, CEO of Personify Leadership, and author of The Courageous Leader: How To Face Any Challenge And Lead Your Team To Success.

Discussion guide from our conversation with Angela Sebaly:

courageous leader1. How does Angela define courage?

2. “Everyone has equal access to courage.” Why some are more courageous than others.

3. You must have the courage to accept pain.

4. There are tools to build courage.

5. The importance of humility.

6. The “Delegation Doom Loop!”

7. Leaders need the courage to both give AND receive feedback.

8. This isn’t about having courage to face a grandiose problem. This is about being courageoud every day.

Find Angela Sebaly’s book here:

About Angela Sebaly:

Angela Sebaly, author of The Courageous Leader (Wiley, spring 2017), is co-founder and CEO of the firm Personify Leadership, a training provider. Formerly the Vice President of Leadership Development for a global oil, gas and chemicals inspection company, Angela also serves as principle consultant for the firm Invested Leadership. An entrepreneur developing a global presence, Angela has been coaching, facilitating and leading teams and organizations for over two decades. Education, communication and courage are the pillars of her life’s work. She lives with her family in Fort Lauderdale.

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AUTHORS, BUSINESS, CONTRIBUTORS, LEADERSHIP

The Hazards of Business Execution, Part 3 of 4

This is part three of a four-part series!

I want to share with you in a series of 4 brief articles, how to overcome the obstacles to effective and predictable business execution of strategic initiatives.

There are chronic issues that exist in all organizations and far too many leaders accept them as a non-negotiable part of the business environment — things like resource disconnects, decision stalls, organizational politics, weak or passive-aggressive support, or everyone simply being too busy.

Previously I talked about the first 2 steps in the MOVE model:
M = The Middle
O = Organization

Today I want to talk about the third step in the MOVE model, V= Valor:

Everyone is scared

If you are human, you will be scared sometimes. If you are leader you will be attacked and challenged sometimes. At times your job will feel so ugly and impossible that you think you will surely fail. In my experience, the bigger the job, the harder it gets. Because as you move higher, there is less clarity of expectations, less support from your direct manager, less feedback, and higher stakes. There is also much more competition for budget, people, and charter.

That brings us to the section on V=Valor. Because leadership is hard. That’s why you need Valor to progress through the long Middle.

Welcome to being a leader

I can remember feeling at various points in my career, that the mission just didn’t make sense, or that it was unsupported. I felt like I was out on a limb owning all of the risk, and with not enough resources to succeed. Or I felt like the corporate bureaucracy, the board, or another group or particular adversary, was blocking me (or sabotaging me) from doing the right things that I knew needed to be done. Or I would get a directive that didn’t make any sense like, “you must cut costs by 50% but you can not make any cuts to the biggest program.”

As a leader, this unreasonable, soul-crushing stuff is just part of the job description. There are always big, ugly, seemingly impossible problems, annoying people, and exhausting obstacles in the way of getting your job done. And when you are leading, by definition you are going to a place where others aren’t. You are embarking on new territory, which can be scary and lonely.

Think of Valor in this way:

Once you embrace the fact that: YOUR JOB = Your job description PLUS all the crap that gets in the way of delivering on your job description…You will feel (and BE) in a lot more in control.

I coach a lot of senior executives and with pretty much everyone we reach a point where I tell them, “You’ll be better off if you start your thinking with this:

Everything is impossible and everyone is a shark.

That’s just the way it is. And it’s your job to deal with that.” Usually that makes people feel better because they can let go of the idea that it is about them personally, and they can step back, see the problem more clearly, and treat it like any other challenge or project.

A leader needs a lot of Valor to navigate a transformation through the long Middle because people will lose faith, rebel, and there will be political attacks along the way.

Burn the ships at the beach

You need to be so unfailingly consistent in your communications and decisions that people realize the only way through is forward. As Winston Churchill said, “If you are going through hell… keep going”.

Too busy to scale

Most new strategic initiatives fail because the pressures of the current workload are so overwhelming that there is no time to do new things. You must find a way to rise above the current workload and priorities the strategic over the urgent. This is one of the hardest parts of leadership but has the biggest payoff if you are willing to do it.

Clarity and Conflict

The more clear you become about what it will take to stick to your strategic initiative, the more fire you will draw. It’s more comfortable to keep your goals at a generic level that everyone can agree to.

Once you start getting specific, “in order to do this new thing, will take these resources from the old thing, and delay the current plan on this other thing” people will disagree! But this is the only way to actually make progress.

If you never talk about what you will actually do in this concrete way, you will never actually do it!

Don’t trade a comfortable shallow agreement in the short time for a slow moving train wreck in the long term as you fail to implement your strategy.

Get your copy of MOVE to help you increase your confidence as leader to guide your team through the long Middle to implement your strategy decisively without hesitation, doubt and fear. You need Valor to stick to it and to help your team feel confident to keep doing the new stuff despite the many pressures to go back to the old way.

Check back next time for the final part of the MOVE model, E = Everyone.

###

You can find Patty Azzarello’s upcoming book here:

Download a FREE Preview of MOVE

In my years of leading business transformations and turnarounds, building highly successful management teams, and working with countless clients to implement their strategies, I have determined what factors enable faster, more decisive execution, and reduce risk.
It’s all in the book! I can’t wait to share it! Available in February.

Get a copy for your whole team!
Or if you’d like to pre-order a copy for everyone on your team, contact us for bulk-order discounts.