The leaders which walk the halls of business progress today are being replaced by new leadership for tomorrow’s outcomes. These transitions have gone on year after year in the business world. It is the passing of the baton from one generation to the next in one form or fashion. From mother to daughter, father to son, CEO to up and coming emerging executive or any combination of moving the business from one style of leadership to the next.
This process of perpetuation can sometimes be very strategic and well planned out and other times a little more haphazard. The paperwork is always tight, and the exchange of monies are always dealt with in exacting ways. The challenges can sometimes lie in the transfer of the actual directional leadership of the entity.
The present leadership has a defined set of priorities which are used in their decision-making process. They may or may not be serving the business well, but they exist in one way or another. In some organizations they may take on the appearance of a vision or mission. In other organizations a set of core values and principles. In yet others it may all just be in the head of the leader and not necessarily shared with the leadership team. Whatever they are or however they currently exist, the new leadership has different ideas.
This is not to say that the current decision-making elements are good or bad or that the new leadership ideas are good or bad. The key is that they are likely different if there is not a more formalized structure in place to give guidance to present and future business priorities. Lots of research and studies have been done on the “Best” businesses in the world and what makes them successful. Everyone would like to replicate the magic formula so their business can strive and thrive like the best in the world.
From all this research there are a few items which show up repeatedly in “Best in Class” companies. They are the priorities of “Purpose,” “People,” “Pace,” “Perception,” and “Profit.” Each of these elements when not only present in a business but given the proper priority of engagement lifts the organization to the next level of results.
Over the next few weeks, we will explore each of these priorities. More than just scratching the surface of what they are and how they impact your future results. The important thing is to place into context the framework and priority platform. When present in an organization, not only does the business run at a “best in Class” capability, but leadership, associated changes and transitions go far more effectively and strategically.
In the meantime, JKL Associates offers a Prioritized Leader Culture Engagement Mastermind Cohort approach to bring the best out in each leader who participates. This immersive approach is delivered in short, bi-weekly virtual meetings to the group. Additionally, individual one-on-one Promise Guide coaching between sessions assists participants in wrapping the content and context around each leader’s unique set of business dynamics. The group aspect allows for integration of business leaders to exchange ideas and insights on the priority’s framework. The individual coaching brings into play the execution and accountability aspect of leading from a position of priorities. The next cohort is forming and launches in May 2021. For more information give JKL Associates a call at MI- 313-527-7945 or FL- 407-984-7246.