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Avoid organization crisis with strategic foresight and planning

Deadly assumptions: Cultivating strategic foresight while there is still time

Silent struggles

A bit of splashing would surely make drowning easier to identify, but sadly, drowning tends to be a silent assassin. As retired Coast Guard Aviation Survival Technician Mario Vittone (2013) shares, “Sometimes the most common indication that someone is drowning is that they don’t look like they’re drowning.” The same could be said for massive organizations who collapse like an avalanche, hiding their danger until one additional stress unleashes destruction. But, such collapses also tend to be masked – and they tend to be masked in the same way that drowning conceals itself. Read More >

David Stehlik Articles
the need for executive engagement

“Forget About Employee Engagement, Let’s Talk Executive Engagement”

Engagement. It’s the new business buzzword. It just sounds good coming off the tip of your tongue. What is it? Well, there are a lot of different interpretations of the definition of engagement, but there is one thing that most everyone agrees with: it’s a problem. While people may be struggling to figure out what the best definition of ‘engaged’ is, more people agree on what an actively disengaged employee is. According to Gallup Poll, an actively disengaged employee is, “unhappy and unproductive at work and liable to spread negativity to coworkers.” Read More >

Steven Madison Articles
encouraging innovation and creativity using the Star approach

What is Crushing Creativity in Your Organization?

Congratulations! You have just been promoted to a top leadership position in your organization. You have over 3,000 people working for you in four different states. Your budget is in excess of $25 million. Good luck, and remember, don’t screw this up.  Read More >

Jeanne M. McDonnell Articles

Each Day is a Gift!

This morning I woke up about 5:45 AM. I couldn’t go back to sleep so I eventually got up and sat down in my favorite upholstered rocking chair. From the strategic position of this beloved chair I can look out our bedroom windows and see directly east.
During much of the year the sunrise is obscured by the growth of deciduous trees that cover much of our property. However, during the late fall and winter this thicket of bare trees stand tall as a lonely testimony of the coming winter. As I peered out the window this morning deep in meditation I was struck by the beautiful glowing hues of orange and pink light as the morning rays of sun peeked over the horizon. Once again I was reminded that each day is a gift. Read More >

Greg L. Thomas Articles

An Experiential Guide to Global Transition

Leaders are transitioning into the global arena at a greater frequency than ever before. This is the ideal time to address how to approach this transitioning. This article will briefly describe the utilization of cross-cultural transitioning as opposed to mere cross-border transitioning. Read More >

Ralph E. Johnson Articles

Strategic Thinking and Planning Perspectives: The Case of Three Leaders from Different Industries

Strategic thinking is a knowledge acquisition process that connects and involves every component and department of an organization by defining the direction of the organization, how it construes its strategy into execution, how it reassesses the organization’s direction, and then fine tuning its path.[i]   Organizational leaders who seek to develop successful organizations and ultimately work towards long-term success and sustainability would benefit from adopting strategic thinking and planning skills. Read More >

Peter Carlos Okantey Articles

A Volcano in the Break Room- Extinguished by an employee driven organization development plan

This is a short story about a small high tech company that in spite of some developing employee relations issues has been very successful. In order to protect the guilty, we will call this company Wacko Technology. Read More >

Michael and Daniel Hackett Articles
6 keys to corporate change

Real Corporate Change Takes the Six I’s

Let’s be honest, any kind of change, much less corporate change, is difficult, really difficult. Whether a start-up experiencing growing pains, a company faced with increased competition, a floundering company trying to stay afloat, or a successful business attempting to expand into global markets, the path toward change can often be unclear at best and the barriers can seem insurmountable at worst. Yet change your company must if it is going to become or remain a “player” in its market. The question isn’t whether your business must change; that is a given if you want it to survive and thrive. Rather, the question is: Will our company change? Read More >

Jim Taylor, PhD Articles

What Motivates Navy Leaders? The Good, the Bad, and the Ugly

The Navy – it’s not just a job, it’s an adventure! Get technical training, see the world, earn educational benefits, and be part of the fight against global terrorism! These are just a few of the reasons people are motivated to join the Navy. The Navy experience varies from sailor to sailor causing some to leave the Navy after a few years and others to make it a career. After their duty station, the biggest influence on a sailor’s Navy experience is typically their leader and that person’s leadership style. Read More >

Jeanne M. McDonnell Articles

Dynamic Elements: Conscious and Collaborative Leadership

Leadership styles are based on the balance and overlapping of several core leadership frameworks (Styles, n.d.). According to Beck (2012), leadership effectiveness requires development in order to be aware of self-emotions, have control over these emotions, have empathy, and extend sound judgment. The value set of every leader is the basis from which their leadership styles develop and transition. Christmas (2011) states these values are influenced by intrinsic and extrinsic factors that shape the leaders of the times during a period of celebratory, visionary, and inclusive leadership transformation. It is through the transition and balance of leading and managing that the conscious and collaborative leadership processes are fostered for success. Read More >

Laura Perrymond Articles