Balance Points from the Team

Gearing Up For Success

05.29.18

In my last post, we explored the choices of two types of leaders; operationally focused and market focused. We also talked about the need to step out on a limb (or into a scary little plane) and leave our comfort zone to maximize potential and possibility.

Although we tend to choose comfortable approaches and relationships that might enable success and growth to happen, shifting focus and creating a team that has the right mix of talents is far more effective. In fact, Balance Point Group was built on that premise.

Our team is a mix of professionals with different talents and we are most successful when we let each person’s strengths shine. It isn’t always the easy path, but we recognize that we are a partnership with unique gifts that are better together.

“Better together.” This is one of my favorite mantras because it reminds me to bring diverse thinkers and skills to the table. When I do, we collectively open a wider range of possibilities in everything we do.

There is nothing wrong with being naturally focused in one direction or the other. What’s important is to understand your inclination and then make sure you have people and processes in place to drive the company’s growth and success with consistent, intentional market focus. Making that shift is so important and it can be aided tremendously when you apply the following three Growth Gears.

 

Insight 

Without insight, the best laid plans take on a “Fire, ready, aim!” approach. If you don’t have an in-depth perspective on your organization, you’re really just making a best guess about how to affect change. Focus on gaining meaningful, provable data about your company, customers and competition. Then, synthesize the findings to form a strong hub that will let you move to the next gear.

Strategy 

Sound insight and data helps you confidently develop a knowledge-based strategy for your organization. While Growth Gears are designed to develop market focus, your strategy should examine your offerings (What do you bring to the table that’s different from the competition?), positioning (Where are you in the minds of your customers, and is that where you want to be?) and your market space (Who else is out there with you and what new opportunities should you leverage?).

Execution 

Successful execution means working smarter, not harder. Do you have the right people in place and adequate budget to meet your goals? This is also the time to make sure you have benchmarks and performance metrics in place, as well as plans for course correction if needed. This gives you the opportunity to celebrate successes along the way and past performance will inform future strategy development.

 

Conceptually, shifting your leadership perspective to a market focus may seem like a tall order. Let’s look at the journey of a client who used Growth Gears to transform his leadership style, his teams and his company.

 

Matt, the CEO of a large business unit of a global technology firm, had assumed responsibilities after the previous CEO retired. The business was facing significant change that included challenging deliverables as well as a five-year plan to keep the business relevant.

Matt’s executive team was very operations focused and paid attention to details and process rather than long range market and customer needs. He knew the organization couldn’t meet longer range objectives if this continued. Through coaching, Matt identified this issue and held an off-site session with the leadership team to reassess roles and responsibilities for the senior team and their direct reports. The team established the directors and their teams as the experts, shifting the senior team’s focus to market and client-facing efforts.

Matt and his team redirected their efforts more broadly and established goals for more market knowledge and customer relationship building and alignment. Existing and newly hired team members formed a results-oriented track record and a robust long-range plan informed by the team’s commitment to stay close to their market needs and their key stakeholders.

 

Matt’s story is Growth Gears in action. Was it easy? Not at all. Matt continues to put this front and center as an approach because it isn’t second nature for him…yet. I’ll leave you with some questions for reflection. [Note: These questions pertain to Matt’s story but I encourage you to ask them of yourself as well!]

  • What about Matt’s story resonates for you?
  • What was Matt’s comfort zone?
  • How did Matt need to shift his leadership focus?
  • What tools will help keep Matt on track going forward?

In my mind, Matt’s story is a reminder that leadership teams start with the need for one set of skills and those skills must grow to meet the next demand. What made Matt’s team successful at the front of the race will be different as they proceed. Building the awareness and skills to flex from one approach to another is the next step in growing and in finishing the race strong.

Click here to learn more about Lisa Johnson

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