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There are two basic options in every organization or organizational sub-unit:

1. Keep things the same.
2. Change things.

The leader of that unit is responsible for either.

Almost all the time, it’s number two in some form … and usually improvements of some sort.

Strategic plans, for example, are almost always change plans. Whoever drafts and/or approves the strategic plan is planning change.

This trickles down to everyone else’s objectives for the _____ (year, quarter, whatever) … some sort of change.

There may be one or more “change management” roles assigned.

It doesn’t change the fundamental responsibility.

Therefore, almost all of the time, the real “change management” role begins with the leader.

And therefore, one of the core leadership functions is change management.

❓ Do your leadership position descriptions include responsibility for change management?

❓ Does your leadership development include change management?

Are your managers failing? Burned out?

Are you?

A recent HBR article says it’s happening … and in more places than not.

How can:

❓ You counteract this?

❓ Restore management success?

❓ Keep talented people from leaving?

You are invited to a free workshop to start answering these questions.

 

You’ll dive into:

1.       How this affects YOUR leadership and management success … or failure.

2.       The number one reason managers fail … and it’s not what most expect.

3.       The HBR article recommendations … and how to filter for your situation.

 

This is not one of those typical sessions where:

❌ Someone drones on for the entire time, with maybe some Q&A.

❌ You wait for the replay so you can play the recording at high speed to “speed listen” … hopefully getting some value out of it … if you even listen at all.

❌ Participants are largely passive and need to do work later to get any results at all.

 

Expect an uncommon webinar … a workshop that:

✅ Assumes you are capable – you can do some work yourself.

✅ Assigns a bit of prework to maximize your time.

✅ Provides exercises during the workshop to begin applying to your specific needs.

✅ Connects the dots to your overall leadership style and beliefs so results fit YOU.

 

Interested?

Use the contact form (click here) or send me a email, message on LinkedIn, or whatever (preferably not a carrier pigeon as they make messes 😉 ) …

10X productivity – myth or reality?

I just saw a post citing a McKinsey 2017 study indicating that top talent are more productive.

High performers across work types are five times (5X) more productive than average ones.

The performance gap is even more pronounced in roles that are more complex. In software work, for example, the number used is usually nine to ten times more productive (10X +/-) and has been around in various forms for decades.

Some questions for you:

1. Have you found this 5-10X difference to be true?
2. If you believe the 5-10X exists, how does this affect your hiring, retention, compensation, etc?
3. If you believe the 5-10X exists and you compete for those performers, how do you tell they are 5-10X during hiring?

Like to have a confidential sounding board to discuss this? Contact us …

Don’t fall in the trap of depending too much on AI. It’s not a “silver bullet.”

Currently, AI can’t:

• Tell you what your priorities should be, including where to focus improvements.
• Increase efficiencies if you use it to improve things you shouldn’t be doing or that are low return … or tell you that you shouldn’t be using it there.
• Do all your thinking for you, especially in checking AI’s own results.

You should consider where AI can help maintain or improve competitiveness.

Even then, the 80/20 principle applies.

You will get far more “bang for the buck” by focusing on improving a few key things rather than everything at once.

We have assessments that can help you figure out where the highest ROI internal improvements are.

Now through June, you can get an organizational assessment for free.

We are celebrating our newly updated online platform … and you benefit.

Contact me for details and to get started.

OpenAI just disbanded their risk team (see link below).

It’s hard to tell what the effects of OpenAI’s organizational change will be, given we can’t see everything going on inside the company.

However, it’s not hard to tell what companies adopting/adapting AI and AI tools need to do …

More needs to be considered beyond just understanding AI and figuring out what to do with it – the direct opportunities and implementation.

Taking advantage of any technology advance is never about just the technology.

It’s also about the implications and downsides, not just the potential upside.

Risk evaluation and mitigation isn’t just for OpenAI – it’s for everyone.

If you’re currently using AI or thinking about doing so, consider:

• Ethics … how does AI support or erode the company values and culture? Of customers and other stakeholders?
• Legal factors … what are current and proposed laws regarding AI specifically?
• Compliance … if there are other regulatory factors involved (e.g. as in banking, medical fields), how will AI help or hinder compliance?
• Bias … how will we ensure how we implement AI does not create or induce biases that are contrary to our intent and culture? Contrary to law and complaince?
• Other risks … what are the effects to other factors like security, safety, misuse (by customers AND internally), etc.

Blinded adoption is like blinded driving … your chances of a wreck are usually higher than you’d like.

 

https://www.linkedin.com/news/story/risk-team-disbanded-at-openai-6741066/