High-performance leaders see things that others don’t, and see them before others do. They have an uncanny knack for “reading the signs.”
Some of the most common signs include:
- STOP. What should you stop doing?
A recent client was discussing a major, multi-year initiative designed to transform their organization and their industry. I asked the CEO, “Since launching this initiative, what have you stopped doing?” The answer was nothing, but they have since launched a complete project review. I suggest you do the same, with the intention of stopping the good in order to invest in the best.
- CURVE AHEAD. What is changing in your market?
Every one of my clients is facing some kind of change in their industry segment. For some, it is price pressure from new market entrants. For others, it is new, game-changing technologies. Or radically shifting customer requirements. So, the key is to build an organization that is both aligned and agile. In my opinion, this kind of aligned agility may be the only real sustainable competitive advantage.
- DEAD END. Are you simply heading in the wrong direction?
Some organizations have ignored some of the warning signs. They are driven by historic inertia. Their industry segment underwent a massive shift years ago, but they were not able to change. If you are heading towards a dead end, you don’t need a mild course correction, you need a U-turn.
- FORK IN THE ROAD. What are the critical strategic decisions ahead?
Yogi Berra said, “When you get to a fork in the road, take it.” Many organizations are facing a major strategic decision. One that requires making a real choice. Should we go left … or right? If this is you, compile all the information you can. Test all of your assumptions. Seek wise counsel. And make the right decision.
Every leader has to read the signs. High-performance leaders read them and respond.
The Shift Points blog is designed for Fast Lane leaders who want to leave their competitors in the dust.
Shift Your Thinking. Accelerate Your Results.
when you take a new engagement on – stopping something else is the hardest part – i would suggest making a list of the things that fill you up (inspire, motivated and keep you jazzed) and those things that take gas out of you (seems like chores, feel drained afterward – bad stuff) – select from stuff that takes gas out of you. Also consider that you can run fast but can your organization keep up?