Has your business achieved business leadership excellence?
What would the impact be if you could elevate the leadership across your business?
How would it playout for the bottom line? For the customers? For your staff?In this article, we’ll discuss business leadership excellence – what it is and how to do more of it.
Along the way, you’ll learn:
- The four pillars of business leadership excellence
- The tools and strategies you need to lead at a higher level, creating an organization of excellence
What are the four foundations of business leadership excellence?
The four pillars of business leadership excellence build on each other: concentric circles in a pillar of leadership awesomeness. They are:
- Personal Leadership – Leading yourself
- Dynamic Engagement – Leading others
- High Performance Teams – Leading Teams
- Enterprise Success – Leading the Business
First Pillar – LEADING THE SELF
At the core of business leadership excellence is one undeniable truth: leaders must lead themselves first. Before you can ever lead anyone else, you’ve got to learn what it means to lead yourself. That’s where it all starts. Developing the skill-set of personal leadership mastery is the key.
Mastering the three steps to personal leadership excellence sets you up to radically improve your leadership impact. The three steps of personal leadership are:
- Presence
- Awareness
- Intention
Let’s break down each step.
Cultivating Presence
The first skill in leading yourself is establishing a state of presence. It’s only from a state of presence that you can truly access your potential: your power. The thing is, presence is nothing special. In fact, it’s completely simple, but being present can be pretty difficult to do. Bringing your attention and focus into the present, here and now moment is tough. Our monkey minds are conditioned to focus on everything except the present. We swing from one idea to the next, one shiny object to the next, rarely stopping long enough to truly acknowledge the reality of the situation and our role in it. Taming our monkey minds and cultivating presence is absolutely essential to establishing business leadership excellence. It’s the core that everything else is built upon.
As leaders, we spend the majority of our time and mental energy focusing on our fantasy of the future, or our memory (fantasy) of the past to such an extent that we don’t even see what is right in front of us.
Stepping out of the present moment and over-focusing on the past or future in this way also generates a host of emotions that actually change how our brain is functioning, shifting how we look at things. Think about it, when you focus on something in the future that might happen, you generate anticipation, maybe anxiety, or fear. These emotions aren’t based on any reality, just the story you’re telling yourself.
Remember the last time you had a board presentation or a major audit? What story did you tell yourself about it before it happened? What emotion did you create for yourself? Did you create stress and a pit in your stomach thinking about what might happen? Did that stress follow you home?
The same thing is true when you over-focus on the past and your attention is pulled away from the present. Again, you miss the present right in front of you. And the truth is, you don’t actually see the past either. Instead, you see your idea of it. When that happens, you unleash a bunch of possible emotions. Thinking about a frustrating event, or a thing someone said, over and again long after it happened continues to generate anger or guilt or some emotion that undermines your ability to be optimal as a leader. When that happens, your brain releases cortisol that hijacks your inner genius and unleashes the caveman within. It doesn’t help you lead. Really.
It happens to everyone. Remember that thing your CFO said, or maybe your wife, that just didn’t sit right with you. That one thing that you ruminated on over and over, getting your head all twisted up and frustrated over. Heck, I bet you can still think about it right now and get yourself worked up. The thing is, that event doesn’t exist anywhere but in your mind. The story you tell about it is causing you grief.
In this way, most of the emotion we experience is conditional, based on the story we’re telling ourselves about a fantasy of the future or past, but not reality. Developing business leadership excellence requires the ability to step through our future fantasy, letting go of our past memory, and plant ourselves genuinely into the depth of the present moment to see things, and ourselves, as we are.
I used to work with a guy who had this dialed in. He brought complete attentiveness and presence into the relationship. Every time we spoke, I felt heard and acknowledged. I felt better. He didn’t always get it right, but in the depth of his presence, there was an openness that drew people in. It definitely drew me in. His company thrived under him.
Mastering yourself as a leader begins with the ability to develop a state of presence. Research proves that cultivating presence through meditation makes better leaders. Build a meditation discipline that strengthens the mental muscle of presence. From a place of presence, then you’re in a position to really develop awareness.
Developing Self-Awareness
What is awareness? Awareness is simply whatever you notice in the field of your mind: mindfulness. It’s all a function of where you place your attention. Focus on the past or future and you’ll have a lack of awareness of what is happening right now. Focus your attention on what others are doing and you’ll lose sight of the deep patterns and drives covertly influencing how you lead at this moment.
Leaders, and humans in general, really don’t see themselves very clearly. Heck, I saw some research that said 80% of university professors thought they were above average teachers. Go figure. The enigma of gaining self-awareness is, it’s like trying to see and understand the lens through that we’re looking at the world. Not easy. But, not impossible either.
The trick is to purposefully take complete control of your attention. When you do that, you start to see that there are only three places to put it (once it’s in the present, that is). You can place your attention on yourself, on the person you’re talking with, or the situation around you.
The million-dollar question is, are you in charge of where your attention goes?
Do you control your attention or does your attention control you?
As a busy business executive, we’re focused on 27 different things all at once and it’s easy to miss what’s happening right in front of us, let alone within us. So how can you sharpen the saw of self-awareness? First, we have to define what this self is that we’re trying to be aware of. The self, or personality as I like to call it, is a funny thing. We all have it, but no one can define it. For the sake of our discussion, we’d better start there.
There are three elements of the self when we talk about self-awareness:
- Your mind – thinking
- Your feeling – emotion
- Behavior – body
Cultivating a deeper level of awareness and mastery of these three aspects of your personality are the essentials that good business leaders have developed. This requires some deep reflection and realization that the beliefs (thinking) about who you are and how the world works that you’ve developed early on in life drive your thinking, feeling, and your leadership style (behavior) today. It’s the rose-colored glasses that you look at the world through.
Having presence and awareness allows you to remove the lens, the bias, that you look at the world through and to see the world, and yourself objectively.
Great leaders can see through their biases. They see their bias as patterns of thinking, feeling, and behaving both over time and in the immediate moment, driving reactive decision-making. There’s a lot to it.
Developing awareness of your thinking, of your feelings, and of your behavior then, puts you in the driver’s seat to lead with intention.
Leading with Intention
Building on the foundation of both presence and awareness, leaders are then positioned to lead with intention. The art of intentional leadership requires taking non-reactive, responsive, action.
The problem is, people, and leaders, are innately hedonistic. We are programmed to move toward what feels good and away from what doesn’t. We don’t even know that we’re doing it most of the time. So for most, life boils down to being happy or feeling good simply when things go right and upset when they don’t. We are owned by the experience we have.
I’ve worked with so many leaders who get caught in that trap. One CEO, for example, didn’t operate with candid honesty because it makes her feel bad. Actually, she felt guilty. So, she ends up leaving people off the hook so she didn’t have to experience her guilt. This of course frustrated everyone working hard and pulling their weight. Another executive has a short fuse and cracks the whip, feeling angry that everyone is slacking. He doesn’t hesitate to raise his voice and call people out. Again, he undermines the result he wants, this time by shutting people down and leaving them feeling incompetent.
True intentional leaders, on the other hand, make decisions and take action based on the deeper result they are trying to achieve, not just the action that feels natural, good, or justified. Leadership isn’t about being comfortable. In fact, good leaders must be uncomfortable. Sometimes it is the only way.
Anchored in the present moment and aware of the bias thinking that drives their behavior, intentional leaders cut through deeply engrained patterns to lead for the common good. By using their personality as a leadership vehicle, they purposefully create the environment that thrives.
Second Pillar – LEADING OTHERS to create engagement
Positive Impact: that’s at the core of leading others. Mastering relationships in a way that leaves others more engaged, more excited, happier, and just plain better off is the key to creating a thriving environment. Using personality as a vehicle to create a positive impact requires more than demanding accountability and making others do their job. In fact, demanding accountability often creates disengagement where employees underperform because they feel overmanaged and underappreciated. Getting folks to bring their heart to work is the name of the game.
Creating engagement is a learned art. When mastered it looks like empathy, vulnerability, openness, genuine authenticity, and as one leader puts it, unapologetic direction. The good news is, there are proven strategies to create engagement in others that really work. When used effectively, these strategies demonstrate the qualities that people connect in a way that increases engagement and brings that discretionary effort. The four strategies are:
- LISTEN: Active listening
- ASK: Open-ended, solution-focused questions
- TELL: Direct feedback
- RECEIVE: Gain feedback
Active Listening
This first skill in creating engagement is active listening. It comes back to that skill of presence – to simply be with somebody at the moment. When an employee is struggling with a problem, rather than solve the problem when they come to you, you actually listen. This is the first step in getting them to take ownership.
As a leader, you’re really good at solving problems, but often, solving the problem is not the best thing for the other person or the organization. Getting others to solve the problem – that elevates everybody. That begins by actively listening to what they are saying and experiencing. By fully listening, and then repeating back verbatim what someone says you actually change how their brain is functioning. This is especially useful when they’re in an emotionally reactive state. Active/reflective listening decreases their reactivity, shutting down their limbic system, that reactive, caveman part of the brain, and gives them access to their inner genius. This sets them up to find their own solution to their issue.
As a leader of others, helping people access their inner genius is gold. It’s not about being right at all, but of lifting others up. That’s the first skill in creating engagement, meeting others where they are through active listening in the present moment.
Don’t take my word on it. Try it. When someone comes to you with an issue, simply say “What I hear you saying is…” It will change the game.
Open-Ended Questions
Once you get their caveman brain out of the way through active listening, then you’re in a position to really get them thinking: to problem their issue in a critical and creative way, developing their own solution that they completely own. By asking them open-ended questions, you are actually helping them engage their genius brain (pre-frontal cortex) – the smartest part of who they are.
Rather than simply open-ended questions, I refer to them as open-ended, solution-focused questions. What does that mean? Let’s break it down. Open-ended questions require more than a yes or no answer. Questions that require them to think, activating their genius brain. For example, instead of asking, “Do you know why this happened?” which requires a yes or no answer, you ask, “What are the factors that led to this happening?”
The solution-focused element helps them focus on the path forward. Often, when someone is struggling with a problem, they’re stuck because the problem seems insurmountable. They keep focusing on the issue, not the path forward. When I go skiing, actually snowboarding, I love to board through the trees. One thing all powder buffs know, when you’re in the trees, don’t look at the trees. Don’t look at the obstacle or that’s where you’ll end up. Focus on where you want to go. The same is true in leadership. Help your staff remain solution-focused by asking open-ended questions to help them discover the path forward.
By asking them open-ended, solution-focused questions, they will critically think about how to solve a problem, in a way that will ensure full ownership. They’ll be engaged around and they’ll be able to then create accountability around.It’s not your idea, it’s their idea. That is effective leadership, it’s helping it to be their idea so they’ll own it.
Direct Feedback
The third strategy is offering direct feedback. That’s where you create accountability. When you’re asking someone open-ended, solution-focused questions, you help them discover the path forward. Once they find a solution to their problem and commit to it, direct feedback helps them stay the course to execute it. You can help them stay accountable for their commitment by providing feedback. Here’s a simple formula: “Here’s what you said you were going to do. Here’s what you did.”
What makes effective direct feedback? There are several factors that need to be in place for direct feedback to truly be effective and not resisted. First, it’s key to make sure that your limbic state is not charged. That is, don’t attempt to give feedback when you’re in a reactive state. As you know, it never works. So, step one, be calm. Then, it’s important to make sure that they aren’t emotionally charged at all. If they are, the feedback will be resisted. If they are in an emotional state, practice active/reflective listening until all that cortisol in their brain is discharged, and they calm down. Then, and only then, you can offer feedback.
Once the field is set, there are a couple of best practices that help feedback work. One, stick to the facts. What is the actual behavior, and how does it contrast with the expectation. When the two aren’t a match, there’s an issue.
Giving feedback effectively is key to developing collaboration, cohesion, accountability, and trust. Your job as a leader of others is not to tell people what to do, but to lift them up so that they can thrive. Feedback done well is an excellent motivator and essential in creating excellence in your business.
Receiving Feedback
To this point, the strategies for leading others have been outwardly focused. However, one of the most impactful tactics for gaining influence in creating an organization of excellence is to receive feedback. Feedback rarely goes uphill and my experience is that because of this, there is a gap between how an executive perceives their leadership and how others do. In fact, I’ve seen many leadership teams make decisions for their business that fell completely flat because of a missed perspective: A perspective held by the front line workers that weren’t understood by the leader’s team.
Openness to receiving feedback by executives has resounding effects across a business. Through this simple act, staff feels listened to, heard, important, valued, and part of the team.
However, employees don’t offer feedback up the chain very easily. For them, their job is at stake. Repetition is the key. Ask more than once. Or, submit to a full-fledged feedback process. I often deploy 360 leadership surveys in organizations to gather anonymous feedback so leaders have the information they need to get better. It makes a difference. Of course, when receiving feedback, it’s essential not to rationalize your behavior, explain yourself, or justify what you’ve done. Just receive the feedback, say thank you, and commit to improving.
Using your personality as a vehicle for engagement and committing to leading strategically is the key to creating a thriving environment. Practicing active listening, open-ended questions, giving feedback, and receiving feedback with consistency is the key.
Third Pillar – LEADING TEAMS to create high performance
Every team is its own unique entity. It’s a creature in and of itself, complete with an individual DNA that drives how it makes decisions, solves problems, innovates, and leads the business.
Leaders that understand and master the core dynamics of their executive team are industry leaders with teams that drive innovation and success.
Leaders that fail to understand the distinct and cohesive nature of their executive teams end up leading the individuals and not the team: They scratch their heads as the team underperforms, making poor, reactive decisions that create negative impacts across the business. In those situations, you end up with leadership teams that are divided into siloes. These fragmented teams suffer from a lack of trust, obstructed communication, and misalignment.
When team members see their own department as their primary team, and the leadership team as secondary, business leadership suffers. So, the first step to creating a high-performance leadership team is to recognize the primacy of the leadership team. The leadership team simply can’t be second fiddle to department teams. It is the leadership body. As such, it has its own unique personality: Understanding that personality is absolutely essential to creating a great business.
Every leadership team has four key qualities that play out in how the team makes decisions, solves problems, and resolves conflict. The highest level of team mastery requires managing these qualities with complete intention. I’ve witnessed first-hand the devastating impact that unaware teams have across their organization. Once, I watched in dismay as the leadership team of a large bank made and executed decisions around reorganizing that spawned a mass mutiny among the staff. Their brilliant idea had disastrous consequences that they didn’t recognize until it was too late. By understanding this language of teams, I have helped hundreds of business leadership teams avoid the nuclear fallout of poor decision-making at the top, and create true high-performance organizations.
So to break it down. The four elements in creating a S.T.A.R. team are:
- Strategy – Understanding the big picture, where the team is going and how it all fits together. The landscape.
- Tactics – Block and tackle, who’s doing what when: the operations. Getting stuff done.
- Analytics – Measurement. Using a data-driven, research orientation to measure success and make rational decisions.
- Relational – Getting people on board. Creating trust, cohesion, collaboration, and engagement.
This is where it gets fascinating.
Based on the individual make-up of the team, each leadership team will have a set of biases. These biases will drive it to over-prioritize certain elements while under-prioritizing others.
Accounting teams, for example, will over-focus on analytics and often miss the more strategic elements, like where the team is going. I worked with the leadership team of one accounting organization that created a strategic plan, then promptly lost sight of it as they dug into the minutia of their work. Three months later, they had lost their focus and were completely off track. They couldn’t see the forest for the trees.
Similarly, a strong tactical team, as in too many manufacturing teams that I’ve worked with, will prioritize getting things done at the expense of communication, cohesion, or systemization. They scramble from one thing to the next, blame each other when things don’t go right, and defend their own departmental turf. They struggle to understand why they aren’t scaling and fail to see that their bias is creating the problem.
All teams naturally prefer two of the four elements of a S.T.A.R. team and have a tendency to overlook the other two elements. Understanding your leadership team’s natural preference is an essential step in creating an exceptional business.
The question is, how do you do it? How do you build a high-performance leadership team considering your team’s innate bias?
The path begins with awareness. Clarity around the biases in your team dynamic is a great step to begin leading it intentionally. Using a team assessment such as the MBTI can really help. With awareness, you’re in the driver’s seat to build a powerhouse team.
Without awareness, your team will continue to play out a pattern of decision-making that favors its preference. Intentionally managing all four elements, strategy, tactics, analytics, and relationships is the key to developing an industry-leading team with the most effective decision making. Let’s dig a little deeper into the four elements.
Teams must embrace the strategic element. This includes having a strategic plan with a vision that is clearly spelled out. Additionally, if members view their role on the leadership team as their primary concern, they will speak in a unified fashion and operate as a singular unit.
With a tactical focus, each team member will know everyone’s role on the team and have complete clarity of the goals that move the team toward the larger, strategic vision. They will move tactically, taking practical action with a singular focus.
Analytically, a high-performance team will make decisions based on up-to-date indicators. They will do the research, but not get stuck in the details. Understanding and measuring all important facets of the company, analytic teams have an eye on the dashboard.
And finally, high-performance teams have a relational orientation. They get everyone on board with decisions. They develop deep trust, cohesion, and collaboration. And, they actually know and like each other. By letting their guard down, they can call it as they see it getting defensive. That’s because they have each other’s back.
Understanding and managing the DNA of your leadership team is key if you are committed to creating an industry-leading business. Awareness of the strengths and the blind spots that play out in your team dynamic puts you in a position to lead with purpose and intention, creating a leadership body that drives the highest level of success in your company.
Fourth Pillar – LEADING THE ENTERPRISE for a thriving business
When it comes to building business excellence, mastering enterprise leadership is foundational. In addition to leading yourself with intention, developing engagement in others, and creating high-performance teams, it’s essential to not only oversee the business functions, without getting lost in them but to understand the larger context as well.
Effectively leading the enterprise requires these two distinct perspectives. One perspective focuses on the individual business units or departments to assure their success. The other perspective focuses on the overall business as a whole, within the larger economic context: working ‘on’ the business by seeing the larger vision and direction of the company. In this regard, the first question to ask yourself when leading at a business-wide or enterprise level is this: am I thinking big enough?
Typically, our mind as executives gets so influenced by the day to day that the big picture and the vision gets lost. So, out of the gate, enterprise leadership requires a strategic perspective: the ability to think big. Stepping beyond the departments and the functional areas to see the business in its entirety, with an eye on the environment, complete with economic and market trends, is the first step. This ability to see the big picture is at the core.
The next question is, who’s around the table? The executive table, that is. And, it’s not who so much as what roles: CEO, CFO, COO, CSO, CHR, CTO? Heck, I knew one organization that had a chief mission officer. They perceived mission as a key component of their success.
The point is, business and enterprise leadership, whether you’ve got a 2 million dollar business or a 2 billion dollar multinational, requires the same basic structure, and mindset. By starting from a larger perspective then, it’s essential to consider each of the component pieces that make the larger whole: the functional areas and their interconnected relation to each other. By regarding each core area as a key element of the larger whole, complete with its own vision, key performance indicators, development plan and goals, as well as team, or at least personal champion to drive engagement in that area, you’ll most effectively set your business up for success.
It can seem overwhelming, but there are a few best practices that will help you lead your enterprise most effectively.
CREATE A STRATEGIC PLAN
An important first step in growing a business of excellence is to have a strategic plan: a clear pathway to take you from where you are to where you want to go. You wouldn’t imagine building a house without a blueprint (if you did you’d end up with some sort of jenky shotgun shack). So you’ve got to have a plan. The plan must address the business as a whole as well as each of the core areas: sales, finance, operations, and on.
Now, no plan is complete without a clearly stated mission. And, vision and values for that matter. If you don’t simply state where it is you are going, why you are going there, and what the rules of play are, you’ll have a tough time getting the organization aligned. You won’t get traction. Write it down. That’s the first step: create a plan and get everyone on board.
Once you have clarity on that vision, that’s when you break down the goals – the weekly, the three-month, the one-year, and the three-year goals. In this way, you’re setting up a runway for the company’s future. Creating a structure is key.
KEEP YOUR ORGANIZATIONAL CHART UP-TO-DATE
Similarly, it’s imperative to have a clear org chart. I’ve seen a lot of businesses that lack clarity around the company structure. They don’t have an up-to-date org. chart and because of that, they experience communication dysfunction that otherwise would be easily avoided. Addionatily, without a clear structure, employees won’t know where their responsibility begins and ends.
It’s important to make the reporting structure clear and stick to it. Don’t do workarounds with difficult employees. Follow the structure. This is tough because it will highlight deficiencies among staff. It’ll also reveal who is really kicking tail.
As a planning exercise, creating a second org chart has helped a lot of businesses. One represents the current state, and one represents the completed states when you’re done growing the business. This way you have the insight to know where you’re going, and where to focus your people and resources as you grow.
CLARIFY ROLES AND GOALS
The org. chart itself wouldn’t be very useful without the roles and goals that were clearly stated. So make sure job descriptions are accurate. Folks need to be clear of expectations if they’re going to be successful. In fact, I’ve seen many employees struggle simply due to unclear expectations. They help the staff stay focused. Clear goals, measures of success, bring out the staff’s competitive nature and create healthy competition. Celebrating when goals are hit, and understanding why they’re not creates a learning organization.
BEST PRACTICES BY DEPARTMENT
OK, let’s talk a little bit about some of the basic indicators in the three departments every organization has (even the solopreneur, although it’s the same individual running each unit!). These are Sales/Marketing (getting business), operations (supplying the product or service), and finance (measuring the throughput and collecting the currency). We won’t go too in-depth here: each topic is the subject of libraries of information. But, sketching out some of the important, non-negotiables will help if you are committed to creating a business of excellence.
First off, create a dashboard. The old saying goes, “with your thoughts, you create the world.” My experience in business is, what you pay attention to is the thing that grows. Having a simple, clear dashboard for each key department, that you review consistently, bears fruit.
FINANCIAL
Creating a financial dashboard is a great place to begin. If you’re in a large organization, you’ve got an entire department taking care of this. Share as much financial information across the company as you can. “Need to know only” cultures don’t work.
Smaller companies, on the other hand, often give priority to operations and overlook key financial elements. A few simple reports can make all the difference. Know your break-even, what it costs to keep the doors open. And, keep track of a profit & loss, and your cash flow. Don’t get pinched having all of your cash wrapped up in inventory. When staff understands the state of currency through the company, they can begin to see their role in the financial viability of the business.
SALES
Understanding the financials is important, but only if you’re bringing sales in. Getting sales and marketing right will make or break your business. Again, if you have a large company, you have entire departments devoted to sales and marketing. Your biggest challenge is deepening your niche and keeping departmental silos from undermining communication and interrelations across your company.
If you’re a smaller organization and are committed to growing, there are a couple of best practices that work in getting you more business. First off, have a sales plan. Most smaller businesses don’t. It’s hard to plan your growth if you don’t have a plan.
A cornerstone of your plan is redefining your target customer. A lot of companies I work with have more business than they can manage. My question is, do they have the right customers? Likewise, are you trying to be everything to everyone? Narrow your niche. Your niche will make you rich. Having a clear sales plan that articulates your ideal customer’s avatar will help you find passionate, loyal customers. Don’t be everything to everyone.
Also, clearly defining measuring the sales process creates consistency and predictability. This includes having the following measures in place, at a minimum:
- Leads
- Conversion
- Number of customers
- Average dollar spend
- Margin
- Customer satisfaction
Understanding and measuring your sales processes, whether they’re through direct mail, referrals, social media, or whatever else you can dream up is the fun part of growing your business. Have a plan.
OPERATIONS
Business leadership excellence through the lens of operations is all about production and delivery. The establishment of performance measures in operations then is essential because it ensures the consistency, quality, and timeliness needed to deliver the highest quality product possible. Developing a process map that spells out each step of the production and delivery process is a great place to start. It sets you up to assure the highest level of clarity around best practices and opens the door to process improvement.
One issue I often see with organizations that struggle in operations is that they have a documented process, but no one follows it. Instead of operating like a well-oiled machine, they operate like a feral cat running through the streets at night. Thus, they suffer from error rates, scrap, waste, and unhappy customers. The name of the game here is consistency. The neat thing is, the size of the company or the product you produce doesn’t really matter: core operation principles don’t change. They boil down to clear systems and processes. Without a documented system that everyone follows, quality suffers.
Of course, high-quality operations require more than clear systems and processes. It requires constant and effective communication from an engaged staff, solid leadership, and individuals who bring their best. With those elements in place, you set your business up to succeed.
So remember, have a plan for your company’s future. Then, measure the key performance indicators across your business, from sales and marketing organization, to finance, to operations to align the company with the vision. By paying attention to your key performance indicators you can see how you are improving: and, get everyone rowing in the same direction to achieve the business vision.
That’s business leadership.
CONCLUSION
Leading in those four leadership levels is what it takes for business leadership excellence. First, lead yourself on purpose. Instead of reacting, remain calm, balanced, and intentional: You’re 100% in charge of yourself. Create dynamic engagement in your relationships that make others better off. Commit to developing a true, high-performance team where everyone thrives together. And, lead the business with an awareness of the systems, processes, and economic landscape that fosters profit. Through awareness of these four levels of leadership, it is absolutely possible to unleash the potential of your company, creating a profitable business for the future.
Let me know how you light the leadership fire in your business.
I’d love to see your comments. Let me ask you a question.
What are the biggest organizational leadership challenges that you find yourself facing?
Leave a comment below and I’ll make a video with solutions to help you grow.
