“What Matters Now” a new book by Gary Hamel


I have just posted a new blog over at Strategy Connect™ on Professor Hamel’s new book “What Matters Now”  www.strategyconnect.com.au/blog , head on over for a few words about this new book and how his thinking on the creative economy and the way to engage with your staff relates to strategy and strategy execution.

(and if you want to get these posts automatically on twitter then follow my SC posts there @dereklark1 (aka Captain Strategy)

Lets talk soon!

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Strategy, Jobs and Apples

Head on over to www.strategyconnect.com.au/blog where you will find my latest musings on strategies, strategists and leadership.

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The key traits of a strategic thinker

Want to known as a strategic thinker?

See my post here www.strategyconnect.com.au/blog  on what it takes.

Yes you can acquire the skills!

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Some men see the way things are and ask why

See my latest post at the Strategy Connect ™ Centre of Excellence.  www.strategyconnect.com.au/blog

Dont ask why, ask why not.

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Find me over at the #StrategyConnect Centre of Excellence

My good friend and colleague Kevin Nuttall from Waterfield Consulting has invited me to continue my blog over at the Strategy Connect™ Centre of Excellence site.  Head on over to www.strategyconnect.com.au and click on the Centre of Excellence link in the middle of the lower half of the page and you will find my lastest musings on strategy there.

I don’t think there is much benefit in posting the same thoughts twice, for those of you following on Twitter I will be cross linking the post to both my @groupstrategy and @captainstrategy handles.

As always your comments are eagerly awaited there! Let me know if this doesn’t work for you too!!

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Mr or Mrs Fixit – be known as someone who just gets it done #results

There is a lot of noise on the net at the moment about executing strategy.  Well the good people just get on with it.

Are you known as one of these people?  Are you sought out to fix problems, get ideas implemented or restart stalled projects?

If you are then you are gifted.  You know how to marshall the resources afforded to you, set goals and implement actions.

For the rest of us the necessary skills can be learnt.  Importantly you have to have many of these traits, (not an exhaustive list by any means), which with practice can become your natural approach:

  • empathy for those who will be most affected
  • “paranoia” about the things that might go wrong
  • an ability to slice the issue up into bite size pieces
  • confidence to take parrallel paths where they exist
  • an eye to the future
  • a sixth sense for the storms brewing on the horizon
  • teamwork, delegation & empowerment
  • the power to provide a safe haven for your team from those who would tear them down
  • a system for monitoring progress
  • a penchant for positive feedback

Get these in place and people will flock to you, those who want you to come and help them and those who want to be part of your winning team.

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Stop the merry-go-round, achieve results #resolveissues

How many meetings do you attend where you wished you were somewhere else?  You know the ones, a talkfest, nothing resolved, roadblocks and reasons why you can’t rather than how you can!

Yep, frustrating in the extreme.  Well here are some simple steps and tricks to make meetings more productive.

  1. Firstly avoid the tendency for discussions to wander off at tangents.  Keep asking “what is the issue we are here to address” and push to keep discussion around that issue.
  2. Seek out what the outcome would look like if everything was perfect.   Avoid the tendency for groups to jump to the solution right up front, usually it will be the wrong one!
  3. Work on all the options to solve the issue, there will be one that works the best, is easiest to get done and will have lasting effects.
  4. Choose the best option and get on with implementing it.

One of the great things about this approach is that everyone at the meeting gets ownership of the decision and hence ownership of the result.  So there is no excuse for anyone to disengage or refuse to participate in being part of the activities which will be undertaken after the meeting to resolve the issue.

If you allow a dominate player to force their idea on the group (usually they will try this early in proceedings) and don’t go through this collaborative approach then you will generally find the roadblocks will start to emerge early in the meeting and at some point either the group defers to the loudest voice or decides to defer a decision and meet again at some future time.  And the cycle repeats at the next meeting, you recognise this don’t you.

It is important to break this cycle, eliminate the impasse and gain consensus.  A productive use of yours and everyone else’s time and ultimately more effective and efficient business operations.

Doesn’t that sound like the type of meeting you would want to attend?



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