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Rise : 3 practical steps for advancing your career, standing out as a leader, and liking your life
\"A successful Silicon Valley executive and consultant shares straight-shooting advice for succeeding at work without losing your sanity in three steps: do better, look better, and connect better\"--Provided by publisher.
Book
Move
Move past the obstacles and implement your new strategy
Move is your guide to mobilizing your whole organization to take your business forward. Whatever your needed transformation may be: a new initiative, a new market, a new product, your fresh strategy is up against a powerful foe: an organization's tendency to stay very busy and completely engaged what it's already doing. This book shows you how to cut through resistance and get your team engaged and proactively doing the new thing! Author Patty Azzarello draws on over twenty-five years of international business management experience to identify the chronic challenges that keep organizations from decisively executing strategy, and to give you a practical game plan for breaking through. Leaders tend to assume that stalls in execution are inevitable, unchanging parts of the workplace—but things can change. At the heart of every execution problem is the fact that there simply are not enough people doing what the business needs. This guide shows you how to get your entire organization on board—remove the fear, excuses, and hurdles—and uphold the new pursuit against distractions and dissent.
No transformation can succeed without suitable engagement from the whole organization, but building engagement can be difficult, uncomfortable, and tentative. This book shows you how to get it done.
* Get your organization to embrace and personally commit to the new work
* Remove obstacles and passive aggressive attacks that block progress
* Defend new strategic initiatives against short term pressures to revert to \"business as usual\"
* Sustain momentum and the desire to move forward
* Make sure no one is ever asking, 'Are we still doing this?'
Inertia isn't just a law of the universe, it's a law in the workplace that can be a major obstacle to making things happen. The great thing about inertia is that it cuts two ways: a body at rest remains at rest, but a body in motion remains in motion. People love to finish things. Move shows you how to make successful execution the new norm—starting today.
eBook
Move
Move past the obstacles and implement your new strategyMove is your guide to mobilizing your whole organization to take your business forward. Whatever your needed transformation may be: a new initiative, a new market, a new product, your fresh strategy is up against a powerful foe: an organization's tendency to stay very busy and completely engaged what it's already doing. This book shows you how to cut through resistance and get your team engaged and proactively doing the new thing! Author Patty Azzarello draws on over twenty-five years of international business management experience to identify the chronic challenges that keep organizations from decisively executing strategy, and to give you a practical game plan for breaking through. Leaders tend to assume that stalls in execution are inevitable, unchanging parts of the workplace—but things can change. At the heart of every execution problem is the fact that there simply are not enough people doing what the business needs. This guide shows you how to get your entire organization on board—remove the fear, excuses, and hurdles—and uphold the new pursuit against distractions and dissent. No transformation can succeed without suitable engagement from the whole organization, but building engagement can be difficult, uncomfortable, and tentative. This book shows you how to get it done. Get your organization to embrace and personally commit to the new workRemove obstacles and passive aggressive attacks that block progressDefend new strategic initiatives against short term pressures to revert to \"business as usual\"Sustain momentum and the desire to move forwardMake sure no one is ever asking, 'Are we still doing this?'Inertia isn't just a law of the universe, it's a law in the workplace that can be a major obstacle to making things happen. The great thing about inertia is that it cuts two ways: a body at rest remains at rest, but a body in motion remains in motion. People love to finish things. Move shows you how to make successful execution the new norm—starting today.
eBook
Breaking through stalls in decision-making
[...]they see these things as a challenge to their authority, or a waste of time. Because in this type of environment, people who know important things won’t always speak up when they should, because they feel like their input is not welcome. Conflict improves decisions But in reality, healthy debate and conflict is useful, as it yields the important information necessary to make a good decision. If the leader is unwilling to allow this open,...
Trade Publication Article
The difference between strategy and intentions
Lack of concrete definition of strategy is one of the biggest hazards of navigating successfully through any strategic initiative. Defining strategy So we went back to the drawing board and further clarified the strategy into more concrete (DO-able) elements. 1. (Engineers thus, had to learn the language and issues of our users and change the user interface. To increase performance, we would swap out our underlying database technology instead of making improvement to the existing...
Trade Publication Article
Putting strategy into action by scheduling urgency
People leave the kick-off meeting nodding their heads and thinking, “Yeah, that’s important, but we have a year to get it done, so I don’t need to worry about it for a while.” Organizations invest huge amounts of time, energy and money in defining a strategy, and they are excited about the goals at the end, but then there is this long expanse of time in the middle which is often undefined and uncharted - and is literally where everything needs to get done! User training and support plans will be designed with beta test input. Beta sites have signed up and committed resources. By working backwards to define the timeline of concrete work elements up front, you leave the meeting with checkpoints already defined for 1,3,6 and 9 months out.
Trade Publication Article