Only 2% of the front line knows the vision in any organization. What?! 2%?

One issue is what we talked about last time, leadership is not communicating well. But perhaps the bigger issue is whether the front line CARES to know the vision. This is a bigger problem.

In this episode we address exactly how to fix the "care" problem from the front line. And, spoiler alert, it happens by fixing leadership!

Everyone recognizes that communication could be better in their organization. But did you know that only 2% of the front-line team members can accurately restate their organization's strategic vision?! How can an organization successfully reach their strategic objectives if no one knows what they are?

In this episode we talk about the three steps to better communication in your organization. And if you can get better communication, you can get better outcomes.

We've been talking about the disconnect between leaders and frontline, which reflects a natural disconnect between strategy and execution. The gap we've been discussing, however, is really a chasm. It's deeper than we initially thought and the disconnect is causing change management to crash and burn more often than it succeeds.

Once you understand what the chasm is, it's easier to take steps to resolve it.

Most leaders know that change is necessary to survive and that the right change drives innovation, productivity, and competitive advantage. What they don't know is that change is destined to fail for a reason that is not well understood.

In this episode we examine the hidden cause of change failure and the assumption that hides its destructive power.

As leaders we often spend a great deal of time working with individuals or resources to improve outcomes we desire. But this can lead to getting "wrapped around the axle" or worse, "caught in the whirlwind."

When is it better to step back and fix the system or culture as opposed to tinkering with the bits and pieces?

This episode dives deeply into this question and helps leaders understand when they have a people or resource problem and when they have a systems and process problem, and how to deal with each.

Conversion is the strongest behavioral motivator. When people act out of love for a cause, the people, or organizational objectives, the results are the highest levels of individual and organizational performance. In addition, benefits such as trust, transparency, and humility also increase.

Last episode we talked about how to get your team to follow you. In this episode we talk about how to get them to follow you as committed members of the team, not just as compliant employees. Compliant is what you do when someone is watching. Committed is something you do when no one is watching.

As a leader, getting a team member to do what you want them to do can be excruciatingly difficult. Have you ever asked your team to do something and literally 10 minutes later when they have an opportunity to do that thing, they don't? It's as if they didn't even hear you!

Here are three steps you can take to get team members to comply with your instructions and requests.

Once team members comply, you as a leader can then take additional steps to get them to commit and convert.