One of my CEO leadership coaching clients needs his company to develop a sense of urgency and overcome complacency to stay competitive. Company leaders needed to transform the culture of the company by helping employees embrace change and innovation.

The CEO believes that increased growth can only happen when employees embrace change and execute the redefined strategy. He is transparent with his employees about the significant challenges the company faces. Our current coaching work is focusing on helping him become better at inspiring his people to get out of their comfort zone so that they and the company can thrive in the economic recovery.

Combat Complacency

You would think bad business results are enough to shake people out of complacency. But approximately 50 percent of companies fail to establish a sufficient sense of urgency to succeed in their transformation efforts, according to John Kotter, author of Leading Change and A Sense of Urgency.

People in organizations are entrenched in maintaining the status quo, even in the face of devastating news such as:
• Shrinking margins
• New competition
• Decreasing market share
• Flat earnings
• Lack of revenue growth
• Declining competitive position
• Global economic recession

In spite of bad news, getting people to change and motivating them to participate in change initiatives are major problems. Starting a transformation program requires full-bore cooperation from many individuals. And without sustained motivation, people won’t stay with the program long enough to get results, so the effort goes nowhere.

Executives underestimate how hard it is to drive people out of their comfort zones, even when these zones lack security. Management also overestimates its success in creating a culture of urgency — the element that may, in fact, be the most important contribution to transformation efforts.

Research reveals that in situations where substantial changes were clearly needed, the following results were typical in 70 percent of companies:
1. Changes were not fully launched.
2. Change efforts failed.
3. Changes were achieved, but they were over budget, late and extremely frustrating.

In reality, only 10 percent of company change efforts achieve inspirational results. What distinguishes them from the appalling 70 percent?

Emotions play a strong role, Kotter asserts. When there’s a dramatic sense of urgency, people are motivated to do whatever they can to help implement changes. Where there’s complacency, leaders will be faced with resistance and a desire to maintain the status quo.

Are you working in a company or law firm where transformational leadership realizes the enterprise needs to be transformed to grow?  Does your company or law firm provide leadership coaching and leadership development to help leaders become more forward thinking and drive change initiatives? During difficult economic times, leaders need to create a sense of urgency to help all employees embrace change.

One of the most powerful questions you can ask yourself is “Am I a leader who shakes employees out of complacency?” Emotionally intelligent and socially intelligent organizations provide executive coaching and leadership development for leaders who want to transform their organizations and become better at managing change.

Working with a seasoned executive coach trained in emotional intelligence and incorporating leadership assessments such as the Bar-On EQ-i and CPI 260 can help you create an organization that engages its people in change initiatives by inspiring them to rise to the occasion and overcome complacency. You can become a leader who models emotional intelligence and social intelligence, and who inspires people to become fully engaged with the vision and mission of your company or law firm.

I am currently accepting new executive coaching and career coaching clients. I work with both individuals and organizations. Call 415-546-1252 or send an inquiry e-mail to mbrusman@workingresources.com

One of my CEO leadership coaching clients needs his company to become more innovative to stay competitive. Company leaders needed to transform the culture of the company by helping employees embrace change and become more innovative.

The CEO believes that increased growth can happen when employees tap into their creativity. He is open with is people about the significant challenges the company faces. Our current coaching work is focusing on helping him become better at inspiring his people in order for the company and its people to thrive in the economic recovery.

The Executive Challenge

Systematizing disruptive innovation is a different beast. Senior executives must think and act in ways that run counter to everything they have done to succeed in their careers. How do you simultaneously manage two different instincts: one operational, the other entrepreneurial?

Executives who encounter tough times naturally become more conservative. It’s hard for them to tolerate creative thinking when they face the prospect of downsizing. But companies that play it too safe can wind up in trouble down the road, and frustrated managers may quit, leaving their firms ill-equipped to function effectively once the downturn ends.

What can you do to harness creative talents? One approach is to give innovators freedom to dream up bold, new ideas, as long as they can use low-cost experiments to show value. You can involve creative minds in core business challenges.

Leaders, managers and employees at all levels must improve their abilities to master seemingly paradoxical demands. Innovation practitioners need to strengthen their creative muscles, which include associational thinking and discovery skills like questioning, observing, exploring, challenging assumptions and networking.

Embracing paradox and systematizing disruptive innovation have graduated from niceties to necessities. Leaders can master these requisite skills by:
• Developing an awareness of themselves and others
• Creating a personalized program of developmental leadership with an executive coach
• Striving to improve their ability to spot hidden opportunities and act in more entrepreneurial ways
• Scheduling regular excursions to observe how certain customers use a product or service
• Attending a conference in a different industry
• Learning to ask more “what if…” questions

The economy may be unhealthy, but innovation and entrepreneurism remain alive. Make sure they thrive in your company. There are ample opportunities for corporate innovators to create booming businesses that transform what exists and invent what doesn’t.

Are you working in a company or law firm where visionary leadership realizes the enterprise needs to be transformed to grow?  Does your company or law firm provide leadership coaching and leadership development to help leaders become more innovative and forward thinking? Leaders need to help key employees embrace innovation.

One of the most powerful questions you can ask yourself is “Am I a leader who encourages innovation?” Emotionally intelligent and socially intelligent organizations provide executive coaching and leadership development for leaders who want to transform their organizations and become more innovative.

Working with a seasoned executive coach trained in emotional intelligence and incorporating leadership assessments such as the Bar-On EQ-i and CPI 260 can help you create an organization that engages its people in innovation by first listening to customers. You can become a leader who models emotional intelligence and social intelligence, and who inspires people to become fully engaged with the vision and mission of your company or law firm.

I am currently accepting new executive coaching and career coaching clients. I work with both individuals and organizations. Call 415-546-1252 or send an inquiry e-mail to mbrusman@workingresources.com

One of my CEO leadership coaching clients needs to transform his company. Company leaders needed to transform the culture of the company by helping employees embrace change and become more innovative.

The CEO believes that increased growth can happen when employees unleash their creativity. He is open with is people about the urgent challenges the company faces. We are working on him becoming better at inspiring his people so that they and the company can thrive in the economic recovery.

The Transformation Imperative

Survival really comes down to change or die. In the ’80s and ’90s, companies could grow bottom-line profits by focusing on operational excellence. Today, most well-run companies have little fat left to cut.

In the Great Disruption, companies have two choices: Live with shrinking profits and increasing chances of extinction, or follow a completely different approach.

The challenge is steeper than eking out incremental improvements or expanding into new markets. It’s about reinvention or transformation. Improving what companies already do won’t be enough. You’ll have to perform in ways that are fundamentally different from your status quo. Perpetual transformation is the only way to thrive during the Great Disruption.

A 2008 Innosight and Forbes survey found that close to 80 percent of respondents recognized the fundamental need for transformation. About two-thirds reported allocating resources toward transformation, but only 12 percent said they were making excellent progress in their efforts.

Furthermore, 80 percent of respondents reported that the current economic climate increased the need for transformation, even as resource allocations remained constant.

Apple and IBM are often cited as having mastered perpetual transformation, which requires them to enter new markets and leave old ones. Companies rarely transform themselves through cost-cutting or improved operational effectiveness. While the latter is necessary to compete, it’s insufficient to drive long-term competitive advantage.

More often than not, companies fail when they try to go beyond their core business. But in the Great Disruption, they really don’t have a choice. Investing in transformational efforts in a brutal market appears difficult, but the alternative isn’t stagnation—it’s extinction.

Disruptive Guidelines

To develop a disruptive mindset, managers must master four areas:
1. Liberate resources for promising innovations by prudently shutting down dead-end projects and declining businesses.
2. Drive fresh growth by re-featuring existing products and services and reinventing outdated processes.
3. Mitigate risks by conducting strategic experiments and forging alliances with customers, competitors and suppliers.
4. Appeal to value-conscious consumers and fend off low-cost attackers by delivering “good enough” offerings at an affordable price.

Are you working in a company or law firm where enlightened leadership realizes the enterprise needs to be transformed to grow?  Does your company or law firm provide leadership coaching and leadership development to help leaders become more innovative? Leaders need to help key employees embrace innovation.

One of the most powerful questions you can ask yourself is “Am I a transformative leader?” Emotionally intelligent and socially intelligent organizations provide executive coaching and leadership development for leaders who want to transform their organizations and become more innovative.

Working with a seasoned executive coach trained in emotional intelligence and incorporating leadership assessments such as the Bar-On EQ-i and CPI 260 can help you create an organization that engages its people in innovation by encouraging them to actively listen to customers. You can become a leader who models emotional intelligence and social intelligence, and who inspires people to become fully engaged with the vision and mission of your company or law firm.

I am currently accepting new executive coaching and career coaching clients. I work with both individuals and organizations. Call 415-546-1252 or send an inquiry e-mail to mbrusman@workingresources.com

One of my CEO leadership coaching clients needs to transform his company. Company leaders needed to transform the culture of the company by helping employees embrace change and become more innovative.

The CEO believes that increased growth can happen when employees unleash their creativity. He is open with is people about the urgent challenges the company faces. We are working on him becoming better at inspiring his people so that they and the company can thrive in the economic recovery.

The Transformation Imperative

Survival really comes down to change or die. In the ’80s and ’90s, companies could grow bottom-line profits by focusing on operational excellence. Today, most well-run companies have little fat left to cut.

In the Great Disruption, companies have two choices: Live with shrinking profits and increasing chances of extinction, or follow a completely different approach.

The challenge is steeper than eking out incremental improvements or expanding into new markets. It’s about reinvention or transformation. Improving what companies already do won’t be enough. You’ll have to perform in ways that are fundamentally different from your status quo. Perpetual transformation is the only way to thrive during the Great Disruption.

A 2008 Innosight and Forbes survey found that close to 80 percent of respondents recognized the fundamental need for transformation. About two-thirds reported allocating resources toward transformation, but only 12 percent said they were making excellent progress in their efforts.

Furthermore, 80 percent of respondents reported that the current economic climate increased the need for transformation, even as resource allocations remained constant.

Apple and IBM are often cited as having mastered perpetual transformation, which requires them to enter new markets and leave old ones. Companies rarely transform themselves through cost-cutting or improved operational effectiveness. While the latter is necessary to compete, it’s insufficient to drive long-term competitive advantage.

More often than not, companies fail when they try to go beyond their core business. But in the Great Disruption, they really don’t have a choice. Investing in transformational efforts in a brutal market appears difficult, but the alternative isn’t stagnation—it’s extinction.

Disruptive Guidelines
To develop a disruptive mindset, managers must master four areas:
1. Liberate resources for promising innovations by prudently shutting down dead-end projects and declining businesses.
2. Drive fresh growth by re-featuring existing products and services and reinventing outdated processes.
3. Mitigate risks by conducting strategic experiments and forging alliances with customers, competitors and suppliers.
4. Appeal to value-conscious consumers and fend off low-cost attackers by delivering “good enough” offerings at an affordable price.

Are you working in a company or law firm where enlightened leadership realizes the enterprise needs to be transformed to grow?  Does your company or law firm provide leadership coaching and leadership development to help leaders become more innovative? Leaders need to help key employees embrace innovation.

One of the most powerful questions you can ask yourself is “Am I a transformative leadere?” Emotionally intelligent and socially intelligent organizations provide executive coaching and leadership development for leaders who want to transform their organizations and become more innovative.

Working with a seasoned executive coach trained in emotional intelligence and incorporating leadership assessments such as the Bar-On EQ-i and CPI 260 can help you create an organization that engages its people in innovation by encouraging them to actively listen to customers. You can become a leader who models emotional intelligence and social intelligence, and who inspires people to become fully engaged with the vision and mission of your company or law firm.

I am currently accepting new executive coaching and career coaching clients. I work with both individuals and organizations. Call 415-546-1252 or send an inquiry e-mail to mbrusman@workingresources.com.

One of my CEO leadership coaching clients has an innovative mindset. In this tough economic environment, his senior leadership team needed to be more innovative for the company to grow. Company leaders needed to transform the culture of the company to help all employees embrace change and spend more time innovating. The place to start is to first listen to customers and their needs.

The CEO is knows that great things can happen when employees tap into their creativity. He is transparent about the challenges the company faces and inspiring his people to thrive in the economic recovery.

The Abundance Paradox

Abundance is actually the root cause of many corporate struggles with innovation. Too much time or money often leads companies to continue following fatally flawed strategies. Their leaders create overly complicated solutions that overshoot customer needs.

In contrast, constraints often enable innovation in the retail industry. Over the last century, there have been numerous significant business-model innovations:
• Wal-Mart’s discount model
• Costco’s warehouse club model
• Inditex’s Zara fast fashion model
• Amazon.com’s collect-cash-before-you-contact-suppliers model

One explanation for the retail industry’s inventive business models is scarcity. The constrained retail environment leads them to funnel creativity to where it can best be applied.

Entrepreneurs are another example of flourishing innovators. They have no choice; if they fail to rapidly adapt, they run out of money. Bad times force discipline, which allows companies to impose sharper restrictions that inspire creativity.

There’s never been a better time for innovators to face tighter purse strings. A lot has changed since the last global recession in 2001. Innovation can happen more quickly and cheaply. Tools like prediction markets, collaboration software, design tools, virtual focus groups and markets of low-cost specialists can dramatically expedite the innovation process.

Facebook was launched in a dorm room and became a community with millions of members in less than five years. Entrepreneurs and corporate innovators have never had more affordable ways to move an idea forward
.
Are you working in a company or law firm where leadership is focused on becoming more innovative and pursuing new growth opportunities?  Does your company or law firm provide leadership coaching and leadership development to help leaders become more creative? Leaders need to help employees embrace innovation.

One of the most powerful questions you can ask yourself is “Do I lead in hard times by being more innovative?” Emotionally intelligent and socially intelligent organizations provide executive coaching and leadership development for leaders who want to help their organizations become more innovative.

Working with a seasoned executive coach trained in emotional intelligence and incorporating leadership assessments such as the Bar-On EQ-i and CPI 260 can help you create an organization that engages its people in innovation by intensely listening to customers. You can become a leader who models emotional intelligence and social intelligence, and who inspires people to become fully engaged with the vision and mission of your company or law firm.

I am currently accepting new executive coaching and career coaching clients. I work with both individuals and organizations. Call 415-546-1252 or send an inquiry e-mail to mbrusman@workingresources.com

One of my CEO leadership coaching clients is a strategic thinker and very innovative.  In this down economy, he made a strategic decision that his senior leadership team needed to be more innovative to stay ahead of the competition. Company leaders needed to change the culture of the company to help all employees embrace change and stoke the fires of innovation.

The CEO is an astute student of history and he knows that great things can emerge from economic adversity. He is engaging his talent and positioning his company to thrive in the economic rebound.

A Historical Perspective

While no one can predict with certainty how the global economic crisis will play out, many companies face serious challenges:
• Should they cut costs and streamline innovation projects until business picks up?
• Should they play it safe until the current storm passes?

If history is a guide, the answer is a definitive “no.” We can restore hope and gain a better perspective by taking a step back and considering how past downturns were resolved.

Many successful companies have been launched during recessions. Grim economic times can highlight previously hidden problems or cause old problems to intensify. When a deep-seated customer problem emerges, search for novel ways to address it.

National Cash Register was founded in 1884, the year of “the Great Panic.” At a time when investments from coal and railroads were sharply declining, the Patterson brothers decided to commercialize the mechanical cash register. At the time, they invested $6,500. Today, NCR has more than $6 billion in annual revenue.

Thirteen of the 25 companies on the Dow Jones Industrial Average, as of December 2008, were formed during an economic downturn, including 3M, General Electric, Microsoft and Walt Disney.

A number of game-changing products, services and business-model innovations were developed or launched in daunting economic climates:
• In 1876, Bell developed the technology underpinning the modern telephone.
• In 1900, Eastman Kodak launched its Brownie camera, transforming the world of photography.
• In 1948, McDonald’s pioneered its fast-food service technique under the name Speedee Service System.
• In 1957, Sony introduced its transistor radio.
• In 1961, Procter & Gamble introduced the Pampers brand of disposable diapers.
• In 1981, IBM launched its first personal computer.
• In 1982, Nokia introduced its first car phone.
• In 2001, Apple launched its first version of the iPod.

Are you working in a company or law firm where leadership is focusing on innovation?  Does your company or law firm provide leadership coaching and leadership development to help leaders become highly innovative? Leaders need to encourage and reward creative thinking for employees to embrace innovation.

One of the most powerful questions you can ask yourself is “Do I lead by rewarding creative solutions to problems?” Emotionally intelligent and socially intelligent organizations provide executive coaching and leadership development for leaders who want to help their organizations become more innovative.

Working with a seasoned executive coach trained in emotional intelligence and incorporating leadership assessments such as the Bar-On EQ-i and CPI 260 can help you create an organization that embraces innovation. You can become a leader who models emotional intelligence and social intelligence, and who inspires people to become fully engaged with the vision and mission of your company or law firm.

I am currently accepting new executive coaching and career coaching clients. I work with both individuals and organizations. Call 415-546-1252 or send an inquiry e-mail to mbrusman@workingresources.com.

One of my CEO leadership coaching clients is a big picture thinker and very creative.  In this difficult economic climate, he made a strategic decision that his senior leadership team needed to be more innovative to leapfrog the competition. Company leaders needed to change the culture of the company to engage all employees to embrace change and innovation.

The inevitable constraints this tough economy imposes on companies provide fertile ground for innovation because necessity truly is the mother of invention. Companies that learn to innovate more quickly, cheaply and with less risk will emerge from the downturn stronger than ever. To succeed, smart executives will need to adopt a different mindset and effective frameworks to determine what to start doing, stop doing and do differently.

Over the last decade, technological improvements have made starting and scaling businesses easier than ever. Brazil, Russia, China, India and other emerging markets prove U.S. leaders have more competitors at home and abroad. Industries are frantically converging and colliding.

These changes make it more difficult for great companies to maintain success—a problem that has caused leaders to lose sleep for some time (even before the 2008 financial market collapse).

Tough business environments force companies to take a hard look at innovation. While output may shrink and unemployment is sure to rise, companies that master these challenges have a chance to thrive. Those that don’t are sure to struggle.

Are you working in a company or law firm where leadership is building a culture of innovation?  Does your company or law firm provide leadership coaching and leadership development to help leaders become more innovative? Leaders need to model creative thinking for employees to embrace innovation.

One of the most powerful questions you can ask yourself is “Do I lead by encouraging creative solutions to problems?” Emotionally intelligent and socially intelligent organizations provide executive coaching and leadership development for leaders who want to become more creative and help their organizations innoivate.

Working with a seasoned executive coach trained in emotional intelligence and incorporating leadership assessments such as the Bar-On EQ-i and CPI 260 can help you become more open increasing trust in your organization. You can become a leader who models emotional intelligence and social intelligence, and who inspires people to become fully engaged with the vision and mission of your company or law firm.

I am currently accepting new executive coaching and career coaching clients. I work with both individuals and organizations. Call 415-546-1252 or send an inquiry e-mail to mbrusman@workingresources.com.

One of my CEO leadership coaching clients naturally has a very open communication leadership style. However, in this difficult economic climate he made a strategic decision to be less empowering with the members of his senior leadership team. He was very transparent with his senior team members that he was going to lean on them to be more accountable for results.  He needed to instill a sense of urgency and overcome complacency.

The CEO also needed to be open with his senior leaders that they would be held accountable for substantially improving the performance of employees. He instilled substantial trust by being transparent about his intention.

The CEO needed engage his people emotionally to help them overcome complacency and develop a sense of urgency. The culture of the company would still be fun but more accountable.

Transparent Communications

Open and honest communications support the decision to trust. Lack of communication and transparency creates suspicion.

To increase transparency:
• Increase the frequency and candor of your communications.
• Build a relationship beyond the constraints of your official role.
• Use the word “we” more often than “I.”
• Emphasize common values and goals.
• Be clear whose goals and interests you are promoting.
• Be sure your actions support your words.
• Demonstrate a clear concern for others.
• Under-promise and over-deliver.
• Ask more questions.
• Really listen to the answers.

Are you working in a company or law firm where leadership is building a culture of trust and transparency?  Does your company or law firm provide leadership coaching and leadership development to help leaders become more open and trustworthy? Leaders need to model open communication for employees to fully engage.

One of the most powerful questions you can ask yourself is “Do I lead by increasing  the frequency and candor of my communications?” Emotionally intelligent and socially intelligent organizations provide executive coaching and leadership development for leaders who want to become more transparent in their communications.

Working with a seasoned executive coach trained in emotional intelligence and incorporating leadership assessments such as the Bar-On EQ-i and CPI 260 can help you become more open increasing trust in your organization. You can become a leader who models emotional intelligence and social intelligence, and who inspires people to become fully engaged with the vision and mission of your company or law firm.

I am currently accepting new executive coaching and career coaching clients. I work with both individuals and organizations. Call 415-546-1252 or send an inquiry e-mail to mbrusman@workingresources.com.

One of my CEO leadership coaching clients naturally has a very open and transparent leadership style. However, in this tough economic climate he made a strategic decision to be much more authoritative with the members of his senior leadership team. He was very transparent with his senior team members that he was going to be much tougher on them to be accountable for results.  He needed to instill a sense of urgency and combat complacency.

The CEO also needed to be very clear with his senior leaders that they would be held accountable for substantially improving the performance of employees. He inspired trust by being transparent about his intention and being open to answering questions and addressing any lingering concerns.

The CEO needed engage his people emotionally to help them overcome complacency. The culture of the company needed to re-focus on its core values of fun and team work.

Creating a Culture of Transparency

Trust entails unavoidable risks. As a species, we are hardwired to trust others, especially those who appear similar to ourselves and who have similar interests. Trust is essential for both business and personal success, and it’s the foundation of our relationships.

But as recent financial scandals reveal, we sometimes trust too easily and trust the wrong people.
To trust wisely means starting with small acts that foster reciprocity. By communicating your willingness to trust, you give others the go-ahead to do the same.

There’s no way to enforce transparency in an organization. Honesty at the top is only a first step —and for some, an excruciatingly difficult one. As with letting go of control and micro-managing, releasing information can be rewarding, but it requires an ongoing effort, sustained attention and constant vigilance.

A transparent decision-making process leads to higher levels of organizational trust. Opaque decision-making processes appear to serve special-interest groups, regardless of whether they actually do, and they breed distrust.

Are you working in a company or law firm where leadership creates a culture of trust and transparency?  Does your company or law firm provide leadership coaching and leadership development to help leadership develop transparency and trust? Leaders need .to lead model open communication for followers to fully engage.

One of the most powerful questions you can ask yourself is “Do I lead by being open and trusting others?” Emotionally intelligent and socially intelligent organizations provide executive coaching and leadership development for leaders who want to become more transparent thereby increasing the level of trust.

Working with a seasoned executive coach trained in emotional intelligence and incorporating leadership assessments such as the Bar-On EQ-i and CPI 260 can help you become more transparent increasing trust in your organization. You can become a leader who models emotional intelligence and social intelligence, and who inspires people to become fully engaged with the vision and mission of your company or law firm.

I am currently accepting new executive coaching and career coaching clients. I work with both individuals and organizations. Call 415-546-1252 or send an inquiry e-mail to mbrusman@workingresources.com