Tanveer Naseer

Leadership Coach, Speaker, and Writer

The ”New Normal” For The C-Suite – Learning Agile Leaders

A look at agility and leadership and 4 strategies CEOs can use to create a learning agile C-suite team in their organization.

The following is a guest piece by Peter Thies, Ph.D.

What are CEOs looking for in the next generation of C-Suite leaders? Let’s look at three real-world examples:

1. Growth Leaders – The CEO of a multi-billion dollar industrial products company boldly sets an ambitious growth goal of growing revenue by 40% over a three-year period. He has a Board-approved strategy, a solid operating plan with targets, and a newly developed business unit organization structure to implement it.

But he also knows that this is the easy part. What’s the hard part? It’s building a cadre of leaders who can grow the company at a rapid clip. No one has asked them to do anything like this before. They have good managers, but do they have growth leaders?

2. Champions of the Greater Good – The CEO of a large, global educational services company is reorganizing to increase its impact in the company’s areas of focus. The new organizational model will enable linkages across the company, connecting people from various disciplines together to innovate and drive marketplace success.

The CEO needs to staff several newly defined senior executive roles with leaders who will drive collaboration across former fiefdoms and make decisions that put the company, not their unit, first. Which leaders will have not only domain expertise but also the ability to wear an “Enterprise Hat”?

3. Transformational Leaders – A well-respected publishing company is transforming its brand. It must reach new audiences with ever more impactful content and diversify its traditional sources of revenue. The CEO came on board with a change imperative and is heading into the third year of a multi-year transformation process.

After collaboratively developing a strategy with her Board and engaging all employees in the change process, the time is now to see the changes implemented flawlessly. She needs her leadership team to collaborate across silos, make difficult strategic and operational decisions and lead with a more integrated “One Company” mindset. Who will help her lead this transformation?

The New Normal: Learning Agile Leaders Who Operate At The Enterprise Level
These are real CEOs from real companies across vastly different industries, with different business models and different profit motives. But they share one challenge in common: Click here to continue reading »”The ”New Normal” For The C-Suite – Learning Agile Leaders”

3 Important Lessons Leaders Can Learn From Success

3 important lessons leaders can learn from success that will help them inspire and motivate employees over the long run.

If there’s one attribute organizations and leaders everywhere share in common, it’s the pursuit to achieve success in their collective efforts. Granted, there is quite a large variance in terms of how each organization chooses to define what success would look like for them. But there’s little question that – at the end of the day – all of us are driven by the need to know that we’ll one day achieve success through our contributions and efforts.

Of course, there’s another aspect to success that many of us share in common and that is what do we do once we achieve that success? And by this, I’m not referring to how we choose to acknowledge or celebrate this accomplishment. Rather, I’m referring to that moment when the dust settles and we look with pride at what we’ve attained and find ourselves stuck with that lingering question – so, what do we do now?

If you look at any successful organization, you can see the answer they share in common: the focus tends to be on how to replicate both the conditions and measures they took that allowed them to achieve this successful outcome.

In some cases, this manifests itself in incremental improvements over the current product or service, something that’s become a key tactic of every major smartphone manufacturer.

Others, though, might look at how their concept, product, or idea ‘disrupted’ a market or industry and then go about looking for how to graft that approach onto other industries, which is why there’s an ongoing search to discover what will no doubt be initially described as ‘the next Uber’.

Although there’s nothing inherently wrong with either of these approaches in the short term, a recent conversation with one of my daughters helped to crystallize how we’re missing out on the important lessons to be learned from success in terms of the long view.

Last week, my daughter Malaika was among a select group of students at her high school who were recognized for their achievement of earning an year-round average of over 90%. This was her second year in a row where she earned an over 90% average, and I was curious to learn how she viewed achieving this level of success a second time around.

For example, does she believe she’s found the approach to achieve these high marks and all she has to do is to simply repeat these measures going forward? Or does she expect things to change and the need to adapt her approach to remain among the top students at her school?

Obviously, this quandary reflects similar questions leaders face when their organization finally succeeds in achieving its objectives. And after talking with Malaika to learn more about her perspective on this, I realized that her example sheds some light on three important lessons we can learn from success, lessons that go beyond where our next innovation or idea will come from to understanding what drives us over the long run to bring our best efforts to what we do.

1. Success teaches us to be persistent no matter what stands in our way
One of the biggest changes we’ve seen in Malaika’s outlook is how she views the inevitable obstacles and roadblocks she encounters in her studies. Since earning that first over-90% average two years ago, she’s become more driven when she faces a difficult challenge or obstacle. In many ways, she’s come to learn that the inevitable difficulties she’ll face are not a reason to give up, but simply a sign that she has to push herself even harder if she wants to continue to succeed in her efforts.

Similarly, after organizations achieve a success milestone, there is the tendency to avoid daunting obstacles or approaches that could rock the boat, and instead, focus on taking initiatives that serve more to solidify or reinforce their past successes.

Now, that’s not to say that we need to constantly disrupt what we do. Rather, it means that we need to be mindful in ensuring that our successes don’t result in our being complacent in challenging ourselves to figure out how we can do and be better going forward. Something that is especially true when organizations are facing obstacles that would require a substantial amount of time and resources to overcome in order to achieve a critical goal going forward.

And here we can find the first important lesson success provides us about how to Click here to continue reading »”3 Important Lessons Leaders Can Learn From Success”

10 Principles For Developing Strategic Leaders

Learn about 10 principles that every organization should employ in order to develop strategic leaders who can drive organizational growth and success.

The following is a guest piece by Jessica Leitch, David Lancefield, and Mark Dawson.

Most companies have leaders with the strong operational skills needed to maintain the status quo. But they are facing a critical deficit: They lack people with the know-how, experience, and confidence required to tackle “wicked problems.” Such problems can’t be solved by a single command, they have causes that seem incomprehensible and solutions that seem uncertain, and they often require companies to transform the way they do business.

A 2015 PwC study of 6,000 senior executives, conducted using a research methodology developed by David Rooke of Harthill Consulting and William Torbert of Boston University, revealed just how pervasive this shortfall is: Only 8 percent of the respondents turned out to be strategic leaders, or those effective at leading transformations.

Fortunately, companies can build the capacity for strategic leadership. The following 10 principles can help unlock potential strategic leaders in your enterprise. These principles represent a combination of organizational systems and individual capabilities — the hardware and software of transformation.

You may have already adopted some of these tenets, and think that’s enough. But only when you implement all of them together, as a single system, will they enable you to attract, develop, and retain the strategic leaders who’ve eluded you thus far. Click here to continue reading »”10 Principles For Developing Strategic Leaders”

Leadership Biz Cafe Podcast #19 – David Burkus On Why Organizations Need To Change The Way We Work

Leadership Biz Cafe with Tanveer Naseer. Guest: David Burkus

If there’s one thing every leader out there can agree on, it’s that the way we work has drastically changed over the past few decades, and in today’s interconnected, global environment, that change is now happening at a much more accelerated pace than ever before.

In light of these fundamental shifts to the way we work, which 20th century management principles should we stop using, and what do we replace them with in order to ensure we’re bringing out the best in those we lead? This question about the changing nature of today’s workplace environment and the impact it has on the way we lead is the focus of my conversation with management expert David Burkus.

David is a best-selling author, an award-winning podcaster, and an associate management professor at Oral Roberts University. In addition to his first book, “The Myths of Creativity: The Truth About How Innovative Companies and People Generate Great Ideas”, David’s writings have been featured in the Harvard Business Review, Forbes, Fast Company, Inc., and Bloomberg BusinessWeek.

Listeners of my leadership podcast may also recognize David as the guest host who interviewed me about my book “Leadership Vertigo” as part of the month long celebration here on my website around the release of my first leadership book.

His latest book is “Under New Management: How Leading Organizations Are Upending Business As Usual”, which will be the focus of our conversation in this episode.

Over the course of this episode, David and I discuss some of the ideas and findings he shares in his book (some which can seem a bit controversial) including: Click here to continue reading »”Leadership Biz Cafe Podcast #19 – David Burkus On Why Organizations Need To Change The Way We Work”

Leadership Biz Cafe Podcast #18 – Braden Kelley On How Leaders Can Successfully Drive Change

Braden-Kelley-Leadership-Biz-Cafe

In today’s faster paced, interconnected world, there’s little doubt that change is the new reality; the new standard by which we now have to operate. But if leaders recognize change as being a new constant in our organization’s field of view, why then are so many leaders struggling to effectively drive change in their organization? It’s the question that serves as the basis of my talk with innovation expert and author, Braden Kelley.

Braden is an experienced innovation speaker, trainer, and digital transformation specialist. In addition to being one of the co-founders of the respected website, InnovationExcellence.com, Braden has published more than 500 articles on innovation as well as being author of the book “Stoking Your Innovation Bonfire”. His latest book is “Charting Change: A Visual Toolkit for Making Change Stick” which will be the focus of our conversation in this episode.

Over the course of this episode, Braden and I touch on a number of fascinating insights that he describes in his latest book, including: Click here to continue reading »”Leadership Biz Cafe Podcast #18 – Braden Kelley On How Leaders Can Successfully Drive Change”

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