Within a week of Kevin Johnson becoming CEO of Juniper Networks in 2008, he met with all his direct reports in a group. He told them he wanted to listen and learn, so he asked four questions.
To launch a change campaign, start by assessing the present situation and then using it as a basis for crafting a better future. At least that’s what most experts would have advised a decade ago. The new strategy is to begin by envisioning the kind of future you want for your organization.
In 2011, Tim Cook replaced the late Steve Jobs as CEO of Apple. Since then, the 52-year-old has gradually established himself as a leader in his own right.
One of the best reasons to do strategic planning is to help your team anticipate change. To lead your colleagues to think strategically, take the following steps.
GE chairman and chief executive Jeffrey Immelt is famously at ease. Occasionally, he simply issues an order. When done in moderation, Immelt says, leadership by fiat can drive change.
It’s tempting to face the unfamiliar head-on, but you have to think it through. Here’s how.
One of the most tested models for changing behavior assumes five stages of change: pre-contemplation, contemplation, preparation, action and maintenance. The idea is not to hurry or skip stages. You need each stage to move to the next one.
To help your troops manage risk and change, help them access the information that will allow them to react well—and without fear—just like the Royal Marines, who have been trained to convert uncertainty (and fear) into well-defined risks.
Culture matters. It affects both performance and outcomes. A quick review of early American history shows a parallel between building a house then and building an organization now.
Ford Motor, led by CEO Alan Mulally, is fighting for American manufacturing with a single strategy: simplify. This One Ford strategy means selling the same model, built the same way, in all markets.