LSA Global

APRIL 4, 2024

In fact, our organizational alignment research found that culture accounts for almost half of the difference between high and low performing companies in terms of: Revenue growth Profitability Leadership effectiveness Customer loyalty Employee engagement Strategies must go through culture to be successfully implemented.

Culture 36

Culture Company Recruiting Recruitment 36

LSA Global

DECEMBER 21, 2020

Leadership and Management Development Matters According to recent research by McKinsey and the Corporate Executive Board, more than 500 executives ranked leadership development among the top three human capital priorities, and two thirds of leaders rated developing effective leaders as their top concern.

Development 46

Development Leadership Management Training 46

LSA Global

MARCH 11, 2024

The inconsistencies related to training measurement leave most L&D professionals scrambling to reactively prove the impact of training to justify their training investments before budget and executive team meetings. This is where theory meets practice and KNOWING meets DOING. There is a better way.

Training 36

Training Training How To Metrics 36

LSA Global

FEBRUARY 5, 2024

We know from our organizational alignment research that strategic clarity accounts for 31% of the difference between high and low performing companies in terms of revenue growth, profitability, customer loyalty, leadership effectiveness, and employee engagement. That is why strategies for executive teams to stay aligned are paramount.

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Strategy Strategy Strategy& Leadership 36

Consulting Matters

DECEMBER 16, 2022

One thing I have learned over my almost 30-plus years of consulting – while there are executive unicorns who will share your idealistic visions of a balanced approach to leadership, like Mark Johnson (in episode 42) or former Disney COO Jim MacPhee (in episode 40), the majority won't. The people strategy is about the WHO.

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LSA Global

NOVEMBER 18, 2023

Sales leaders are uniquely accountable for leading, managing, and coaching their teams (just like all other new managers ) PLUS meeting revenue targets, perhaps the most important and pressure-filled success metric of any organization. The pressure to deliver against ever-increasing revenue goals is unrelenting.

Sales 36

Sales Management Metrics Training 36

LSA Global

FEBRUARY 12, 2024

Because of this, properly assessing executive capabilities of the CEO and the entire leadership team is an important, yet underutilized, leverage point to directly improve organizational performance. Combined, these leadership skills collectively define an executive’s capacity to lead effectively – especially when the stakes are high.

Emotional Intelligence 36

Emotional Intelligence Leadership Talent Agile 36

LSA Global

NOVEMBER 10, 2023

Confusing or Misaligned Goals or Roles It is hard to expect teams to perform at their peak if goals, roles, processes, success metrics, interdependencies, and behavioral expectations are unclear, misaligned, or unfair. Agreed-upon goals should clarify what the team wants to achieve and why.

Metrics 36

Metrics Construction Accenture Leadership 36

PM Alliance

JULY 14, 2023

With data on how thought leadership is evolving, your team can partner with providers that have already developed processes to avoid wasteful or redundant activities. Timely data can give your team an edge on controlling costs by ensuring that resources are used efficiently. What’s the latest insight into best practices?

Data 63

Data Management Transportation Resources 63

LSA Global

OCTOBER 5, 2023

Do you always begin meetings a certain way, celebrate wins with a traditional team lunch, or give bonuses at each five-year work anniversary? Team Meetings Our employee engagement survey data tells us that most employees think that meetings are a waste of time because they lack proper meeting planning and facilitation.

Culture 36

Culture Meeting Benchmarking Guidelines 36

LSA Global

JANUARY 6, 2018

One-on-One Employee Meetings Can Increase Employee Engagement. One-on-one employee meetings with direct reports can be a powerful tool to increase employee engagement and productivity. What is Wrong with One-on-One Employee Meetings. Why One-on-One Employee Meetings Matter.

Meeting 28

Meeting Metrics Management Report 28

LSA Global

NOVEMBER 22, 2023

We know from leadership simulation assessment data that many work decisions are relatively straightforward and easy to make. Borrow from meeting facilitation best practices and ensure that team members listen to one another with respect and without interruption, encourage follow-up questions to help clarify thinking, and value open debate.

How To 36

How To Metrics Construction Leadership 36

LSA Global

APRIL 12, 2023

Savvy corporate leaders know how critical it is to maintain the skills and motivation of their workforce to ensure employees have the confidence and competence to meet current and future business needs. Can Your Approach to Talent Management Maximize Employee Potential? This “reality” sets the foundation to maximize employee potential.

How To 36

How To Talent Culture Metrics 36

LSA Global

JULY 15, 2023

And if promoted based upon a fair assessment of sales leadership skills , a Great Place to Work survey of over 400,000 people found that when employees believe promotions are managed effectively, they are more than: Twice as likely to give extra effort at work.

Sales 36

Sales Management Training Training 36

LSA Global

OCTOBER 27, 2021

Leaders who believe their people are their most important resource make sure that people feel valued each and every day and have a high level of trust in leadership. Work with your team to create clear goals, roles, and performance metrics. Actively Engage Your Team Set up one-on-one meetings with every member of your team.

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How To Resources Metrics Meeting 36

LSA Global

OCTOBER 5, 2021

Strategic clarity across all levels of the organization, starting with leadership, is a prerequisite for any successful and lasting culture change. We recommend focusing on the two or three metrics that matter most. Do not underestimate where you stand.

Culture 36

Culture How To Metrics Research 36

LSA Global

JANUARY 3, 2020

Most executives ascribed the failure to meet strategic expectations on poor strategic planning and execution. Not Just Another Meeting. Recognize at the outset that your strategy retreat is not just another executive leadership team meeting. Have Clear Meeting Ownership. Participants. Preparation.

Meeting 36

Meeting Strategy Strategy Strategy& 36

LSA Global

APRIL 15, 2024

And sales leadership simulation assessment data tells us that too many sales leaders struggle with the ability to select strategic sales priorities that add significant value and create a competitive advantage. Developing an effective sales strategy requires a deep understanding of market dynamics and the ability to adapt to evolving trends.

Sales 36

Sales Strategy Strategy Strategy& 36

LSA Global

APRIL 15, 2024

And sales leadership simulation assessment data tells us that too many sales leaders struggle with the ability to select strategic sales priorities that add significant value and create a competitive advantage. Developing an effective sales strategy requires a deep understanding of market dynamics and the ability to adapt to evolving trends.

Sales 36

Sales Strategy Strategy Strategy& 36

LSA Global

MAY 20, 2018

Misaligned goals and conflicting success metrics wreak havoc on strategy execution. Primary strategic alignment occurs when everyone in an organization works toward the same goals and success metrics. Being OK with Misalignment. The Bottom Line.

Strategy 34

Strategy Strategy Strategy& Metrics 34

LSA Global

FEBRUARY 4, 2019

Nokia was able to transition from one business through others, transforming itself and growing to meet contemporary and future business needs. What constitutes the difference between a successful growth strategy that works and one that fails to meet expectations? Aligned Success Metrics and Motivators. The Bottom Line.

Strategy 28

Strategy Strategy Strategy& Metrics 28

LSA Global

NOVEMBER 16, 2018

To truly meet strategic targets, your plans must be understood, committed to and implemented by your employees. Our own organizational alignment research found that strategic understanding, buy-in and commitment decrease 50% outside of the executive leadership team. Strategy Design is Only the Beginning. Cultural Alignment – The “How”.

Strategy 37

Strategy Strategy Strategy& Culture 37

LSA Global

JULY 9, 2021

First, make sure that success metrics are agreed upon and make sense. Know what core jobs will be required for future success, what leadership qualities will be needed, and whether you need to develop new skills in current employees or must hire new employees to meet future challenges.

Talent 36

Talent Management Metrics Training 36

LSA Global

MAY 26, 2017

They teach all kinds of leadership skills necessary for new managers (or experienced managers for that matter) to succeed. Each employee should know not only their own personal goals, roles and success metrics but also those for the company, their team and their boss. New manager training programs exist by the hundreds.

Management 43

Management Metrics Training Training 43

LSA Global

FEBRUARY 18, 2019

Leadership Effectiveness 8.71-to-1. Before you can expect your teams to consistently execute the strategy across the company, your leadership team must collectively agree that the strategy is clear enough, believable enough and implementable enough to be success. Actively Involve Next Level Leadership. Customer Satisfaction 3.2-to-1.

Metrics 28

Metrics Strategy Strategy Strategy& 28

LSA Global

JUNE 15, 2017

From our perspective, organizational structure encompasses the goals, roles, tasks and processes used to organize the flow of work to meet specific objectives. When roles and success metrics are unclear, it is difficult for teams to perform beyond the sum of their parts.

Change Management 45

Change Management Management Consulting Metrics 45

LSA Global

JULY 21, 2017

Yes, we understand the performance pressure on CEOs and their teams to meet quarterly targets. They see anything else as a failure to meet ever-increasing expectations. It should be easily stated and subscribed to by the rank and file as well as by leadership. Solid Balance. Quarterly numbers should be reported.

Strategy 37

Strategy Strategy Strategy& Sales 37

LSA Global

MAY 27, 2022

Whether it’s due to leadership failings, a toxic work culture , or simply a more competitive job offer, team turnover is bad for business. Meet regularly and often to get feedback on what can and cannot be done. Thinking the organization will be successful in the future. Feeling leaders value people as their most important resource.

How To 36

How To Talent Metrics Culture 36

LSA Global

JULY 3, 2020

This is especially true if psychological biases, cultural norms, or leadership styles at your organization tend to stifle alternative points of view. The Negative Consequences of Not Testing Strategic Assumptions. Most executives feel tremendous pressure to act. And they should.

Transportation 36

Transportation Strategy Strategy Strategy& 36

LSA Global

JUNE 6, 2020

The result, even if the leadership team is aligned strategically , is a corporate strategy that disappointingly fails to meet expectations and wastes precious company time and resources. You will know you are on the right path when metrics for success are transparently shared, discussed, and acted upon. The Bottom Line.

Strategy 36

Strategy Strategy Strategy& Management 36

LSA Global

MARCH 8, 2019

With the pace and level of disruption today, only those leaders that are able to meet the necessity of change with skill and alacrity will ultimately succeed. They know how to develop an implementable road map for success that includes time lines, provides resources, defines priorities, details behaviors and assigns tasks and metrics.

Metrics 28

Metrics Meeting Training Training 28

Harvard Business

FEBRUARY 16, 2018

Say, for instance, you have a meeting with a colleague you don’t know well from another division. She suggests “immersing yourself in your topic area” by regularly attending industry conferences, enrolling in a class or specialized certification program, or taking on a leadership role in a relevant professional organization.

How To 68

How To Case Study Case Studies Conference 68

LSA Global

SEPTEMBER 24, 2019

Almost three-quarters of organizational change transformations reportedly fail to meet expectations. That means that the change leaders (and company leadership) must agree upon not only the current culture, but the desired culture required to make the change a success. > Organizational Change Needs Cultural Alignment to Succeed.

Culture 28

Culture Bain Metrics Leadership 28

MBO Partners

DECEMBER 26, 2017

Yes, weaving accountability into the basic fabric of your culture takes leadership and persistence, but the alternative is bleak. What kind of organization can survive under these circumstances? The Components of a Strong Culture of Accountability. Compelling Mission. Performance Management.

Culture 34

Culture How To Metrics Leadership 34

Harvard Business

SEPTEMBER 11, 2017

Customers are integral to this process because they provide feedback, and every member of your team should be answering support requests, meeting with customers, and thinking about how to build a product that suits the needs of the market. Meet regularly to review common customer issues and build fixes into your product roadmap.

Metrics 47

Metrics Engineering Efficiency Operations 47

Consulting and Organizational Management

APRIL 11, 2010

Share » Connect » Blog: Consulting and Organizational Development. Library Blogs Home. This Blogs Home. To Subscribe to a Blog. Read my weekly blogs: Boards, Consulting and OD, Nonprofits and Strategic Planning. Recent Blog Posts. Librarys Blogs. Free Management Library Blogs.

Consulting 40

Consulting Emotional Intelligence Management Organizational Development 40

LSA Global

DECEMBER 4, 2020

Whereas once L&D was an often a neglected and underfunded arm of Human Resources, the L&D function plays a much broader role today as it adapts to meet the changing needs of their organizations. Successful organizations have learned how to design the right L&D strategy.

Strategy 28

Strategy Strategy Strategy& Company 28