Tag Archives: strategy

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Good plans fail

Why Good Plans Fail And Judgment Inspires Outcomes

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What’s your plan? People ask that question often. What’s the plan, what are we doing? Have you thought recently about why good plans fail?

Having a good strategy is important. There are plenty of ways to start developing one. There are also plenty of ways to overanalyze, and become paralyzed with fear.

One of the best questions but the one not often asked is about the quality of the plan. Is it a good plan? This is typically not asked, because instead it is judged.

Good Plans Fail

Most plans are judged. The gamble of working or not working, being fun, exciting, and the risk, or a lack of risk, that will generate the momentum required for success.

It’s all judgment. Typically, judgment based doubt, not on optimism.

When the plan is rolled out, doubt will appear. Doubt is often confirmed in the moments that immediately follow. When in doubt, the naysayer has your back.

Judgment Inspires Outcomes

The trouble with a lot of good plans is that they are judged by naysayers. If judgment is going to occur, perhaps it should be different. Judged for why it will work and not why it won’t.

What if it is a good plan? What if the judgment, the bias, and the stereotyping confirmed success instead of denying it? Would the outcomes change if it were judged by success and not the possibility of lurking failure?

Often good plans fail before they get started.

Lead Each Other

Suggest the opposite, look for what will work. Consider why things are different now, and the possibility of how this plan will make things better. This is a team who leads each other, a team who works with optimism, hope, and a good plan.

The team that believes they have a good plan and the one that does not are probably both going to be right.

The reality that the new plan might work will prevent a good plan from failing.

Somebody has to lead. Plan accordingly.

– DEG

Dennis E. Gilbert is a business consultant, speaker (CSPTM), and corporate trainer that specializes in helping businesses and individuals accelerate their leadership, their team, and their success. He is a five-time author and some of his work includes, #CustServ The Customer Service Culture, and Forgotten Respect, Navigating A Multigenerational Workforce. Reach him through his website at Dennis-Gilbert.com or by calling +1 646.546.5553.

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long-term customer service appreciative strategies

Long-Term Customer Service, No Need to Panic

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There are many businesses doing it for the long haul. There are also many businesses who believe they are in it for the long haul but tend to operate for the short term. Are you providing long-term customer service solutions, or really just service in the moment?

Operating for the short term often seems realistic. It feels like the right thing to do. What I do today, must earn the trust, respect, and close the sale with my customer. That makes sense, but that is a short-term proposition. After today, it’s over, tomorrow is another day.

Short Game Panic

In the suburbs or rural communities, most people require a car or similar vehicle for getting things done. There isn’t a train, a bus, or in some cases, not even an Uber ride. People make life happen in part with their vehicle.

Why do people run out of gasoline? Why do they let their tank go so low that eventually it is empty?

There may be many reasons. Anything from waiting for payday to a faulty gauge, however, one of the most common is short-term thinking. The idea is I think I can make it. It will save some time and money, right now, in this very moment.

The short game doesn’t always work out so well. It causes stress, anxiety, and often panic. Panic often causes us to make additional unfavorable decisions. We can’t see things clearly, we’re always picking up the pieces from the short term fix.

Short Game Risk

Risk is often measured differently in the short game. It is like our fear to speak up. It is common for people to say nothing even though they believe the result will be unfavorable. The short gamer weighs the risk of speaking up as more dangerous than dealing with a bad decision later.

In the short game, they say nothing, and there is little risk taken, it feels safe. Tomorrow the price may be paid as a poor choice unfolds in what now may be labeled as a self-fulfilled prophecy. However, they’ll let it play out, see what happens next. That is playing the short game, not the long one.

All of this is the same for the culture of customer service that you are building.

You can run the risk in the short game. You can take the chance that you won’t run out of gas or you can hang up the telephone, watch the customer walk out the door, or worse you can hide behind email. Close the sale today, worry about tomorrow, tomorrow, that is the short game.

Long-Term Customer Service

Long-term customer service is much different from the short game. In the long game decisions usually are not made in a panic. They are made with the future at heart, the correct choices for the right now and for the long term.

Long-term strategy doesn’t come with panic. You fill the tank before you start the journey.

Unless you don’t plan to be around much longer.

– DEG

Dennis E. Gilbert is a business consultant, speaker (CSPTM), and corporate trainer that specializes in helping businesses and individuals accelerate their leadership, their team, and their success. He is a five-time author and some of his work includes, #CustServ The Customer Service Culture, and Forgotten Respect, Navigating A Multigenerational Workforce. Reach him through his website at Dennis-Gilbert.com or by calling +1 646.546.5553.

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organizational culture strategic

Is Your Organizational Culture Strategic?

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One thing that I find most businesses believe is that they are very unique. Certainly, they have unique characteristics, and certainly, their culture has some unique features. Are they strategic, groundbreakers, movers and shakers? Is your organizational culture strategic?

What do many organizations do to develop their culture? They replicate, borrow, copy, or steal. They do this with ideas that they believe hold the power to create their future success. It is not uncommon. It may be part of learning and growing. Taking someone’s idea of a cart and a wheel, throw a motor in it, and it’s a car.

Similar but Different?

What your organization does may be a take-off, branch off, or knock off of a previous idea. What do most flat screen TV’s look like? They look pretty much the same. Most cars have four wheels, and motorcycles two. Yet, they aren’t the same.

Organizational strategy and culture has everything to do with your success. It is applicable to your marketing, your brand, and your products or service. Most organizations fall into one of several categories.

The first category represents the organization that decides they want to conquer the competition. So they challenge competitors head-on. They provide similar but (yet they believe) different products and services. In addition to keeping existing customers, they also want people who use a competitor to switch.

Another somewhat different category is for those who to take a defensive posture. You focus mostly on well-established relationships. You work hard to build business with your customers, not necessarily for them.

There is a difference between building with customers and building for the customer. When building with your customer, you upgrade, enhance, and improve what is already working, and you do it together. You defend your business against the competition.

There is still another path though and that is the path of creating what is next. Organizations stick their neck out, they take risk and they try something new or different. They are not just doing things differently. They are actually doing different things.

Organizational Culture Strategic?

We might consider products like the Keurig coffee maker, digital photography as opposed to film, or even the 2007 launch of the iPhone. In each of these cases, they took a risk to do something different. They transformed original products or results by being very different. They became attractive. People switched.

Perhaps the biggest mistake that any organization can make is believing that they are unique but yet they follow what everyone else in their industry does. Your hardest challenge may be separating yourself from what anyone, can get anywhere, at any time.

In many industries, this is exactly why the customer experience is critically important and it develops from your organizational culture.

Is the development of your organizational culture strategic, or are you trying your hardest just to compete?

– DEG

Dennis E. Gilbert is a business consultant, speaker (CSPTM), and corporate trainer that specializes in helping businesses and individuals accelerate their leadership, their team, and their success. He is a five-time author and some of his work includes, #CustServ The Customer Service Culture, and Forgotten Respect, Navigating A Multigenerational Workforce. Reach him through his website at Dennis-Gilbert.com or by calling +1 646.546.5553.

Dennis Gilbert on Google+


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tactics more important

Are Tactics More Important Than Goals?

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Developing and executing a good strategy is important. So is avoiding tactical firefighting approaches. What will get you to where you want to be? Are tactics more important than goals?

Strategy, Vision, and Goals

One of the most important concepts for creating individual or team success is to have a good strategy, a clear vision, and appropriate goals to get you there.

At the same time, it is important to recognize that having any of those, or all of them, won’t create the end result you’re looking for. You’ll need well executed tactics.

Ask three busy workplace professionals about their day and there is a good chance one of them will tell you that they were busy fighting fires. Fighting fires is a tactical approach to fix whatever pops up. This is a bad habit to get into, but you still need tactics.

When I help groups with formulating strategy we always develop tactics that will lead them to their vision or goal. Having a vision and strategy isn’t what gets you there, it is the tactics that get you there. This is not tactical firefighting though. There is a difference.

Here is how this breaks down. You have a vision or goal, where you want to be. Then you need a strategy for how you will get to that goal. Next in line are the tactics that you will use to pursue that strategy that will take you to the goal.

Sounds pretty simple right? The challenge might be that people often confuse the level of importance for goals as compared to tactics. You can have a fantastic goal. You can even have a fantastic strategy, but without the continued tactical pursuit, you just won’t get there.

Tactics More Important

Are tactics more important than goals? Think of tactics as your daily habits. A collection of good habits might be exactly what is necessary to get you to your goal.

Don’t slip into a habit of fighting fires and don’t have a vision and strategy without tactics.

Tactics might be the most important. Your daily tactics produce your results, with or without specific goals.

Reminds me of the fundamentals of computing, lesson one, garbage in, garbage out.

– DEG

Dennis E. Gilbert is a business consultant, speaker (CSPTM), and corporate trainer that specializes in helping businesses and individuals accelerate their leadership, their team, and their success. He is a four-time author and some of his work includes, Forgotten Respect, Navigating A Multigenerational Workforce and Pivot and Accelerate, The Next Move Is Yours! Reach him through his website at Dennis-Gilbert.com or by calling +1 646.546.5553.

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conference networking

Conference Networking, What Is Your Strategy?

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Today I’m speaking in Grapevine, Texas for the National Association of Credit Management. Much of the article below originally appeared as an article I wrote for Business Credit, the February 2017 issue. Are you skilled at Conference Networking? What is your strategy?

Another conference or business meeting, you arrive, you go to the registration table, and wait patiently for your turn to watch the check-in person search for your name tag. You get a lanyard, maybe a sticker or two, some program materials, and a bag to carry your stuff around for the next few days. You have arrived.

What you do next will determine the amount of success you achieve from this event. Certainly you’ll intend to learn something, have some food, and meet a few people, but have you considered identifying specific goals? Have you mapped out what sessions you’ll attend, what you want to learn more about, or how many people you want to add to your network?

Have you thought about your social prowess, how you’ll connect and engage with people you might already know and especially how you’ll approach meeting someone new?

Some people argue that our society is becoming less social. They argue that the younger generations are more connected to their telephones or technology than actually building personal or professional relationships. What do you think?

I believe our definition of social is changing, I believe the depth and understanding of our professional relationships are changing, and I definitely believe that some people are taking full advantage of the opportunities presented by this changing environment and others are watching from the sidelines still trying to sort through what will become their next move.

I believe you have to get strategic.

Conference Networking

Conferences and other live face-to-face events represent a wonderful opportunity to grow your network, but you probably won’t achieve much growth by only watching.

Let’s start at the beginning, what are your goals for the event? Yes, goals, I’m sure you’ve probably heard the meme, “what gets measured, gets done.” If you’re going to make the most of this opportunity you’re going to need a few goals, and you’re going to have to consider both strategy and tactics to accomplish them.

Here are a few things to consider:

  1. Number of new people to meet. You probably should have a number in mind. This can be as simple as two or three, or many multiples of that number. If you are going to be at an event for multiple days it probably is a good idea to have a daily goal.
  2. Strengthening relationships with past acquaintances. Whether you are a first timer at this event, or coming back for your fifth consecutive year it might be valuable to circle back to someone you’ve met in the past. This also applies to people who you might occasionally connect with on social media, through email, or by telephone, but often lack the opportunity for the face-to-face.
  3. Who can you help? While this might seem shocking, your intentions should include a focus on whom you can help. Too often people are only interested in meeting someone who can do something for them, and are not often considering what they can do for others. Make sure at least part, if not all of your outreach has an element of what you can do to help someone else. Your network will live, or not, by the principles connected with reciprocity.
  4. Leveraging opportunities. Most conferences have built-in social time. This might be centered on breaks between sessions, meals, or other scheduled activities. Don’t miss opportunities to choose a session seat near someone you don’t know, greet someone in the lobby or conference hallway, and choose areas to be present that will allow more opportunities.
  5. What is your message or elevator speech? Make sure you have a short; one to three sentence introduction and that you are prepared to use it. However, your best success will not come from your interest to tell someone else what you do. It will come from being very interested in what they do.

Get prepared to cover the basics and then take things to the next level. The basics would include wearing your name badge, keeping your head up, smiling, being interested and inviting, carrying business cards and using them, asking for business cards from others, and suggesting the idea of continuing your connection on social media channels.

Social Media Connections

Depending on your profession and how you use social media platforms you’ll find some people who are very shy and reserved about Facebook, it might be too personal. Twitter is a great platform for high activity social media users, but your best professional platform is probably going to be LinkedIn.

Allow me to provide a brief word about LinkedIn. LinkedIn is not a platform built just for job seekers. Sure there is an element of LinkedIn that supports that, but think of LinkedIn more like Facebook for professional connections. It is not Facebook and you shouldn’t be posting pictures of your vacation, your children or grandchildren, or your favorite pet, unless of course your business has a direct connection to these events or activities. Make sure you have a profile picture (one that actually looks like you), and that you have a reasonable amount of your profile completed.

Bridging Generations

Depending on the event you may be with many professionals of a similar age, in other cases it may be very diverse. Don’t let generational stereotypes, bias, or judgments negatively influence your ability to be effective with your outreach.

One of the stereotypes is that those persons representing the most recent generations are more into their smartphone and Snapchat than they are about meeting new people in person. Even if this stereotype seems true to you it could be all the more reason to make that outreach.

So often people become focused on generational differences when what they should be considering is generational commonalities. Your attendance at a conference is one of your best chances to increase and improve your network. Since your conference is most likely a live face-to-face event, use this opportunity to connect real-time. There are many things that all generations have in common; in this case the commonality is a focus on building and improving your network and relationships.

After the Conference

You’re not finished. You’ve survived, you’re excited, and your return trip gave you a few much needed minutes to unwind and digest some of the great content, strengthened relationships, and new found friends. Now what?

If you haven’t already done so, grab all of your business cards and make sure they make it into your contact management software, make the time to look up each and every one of them on LinkedIn or other channels, send personalized invitations to connect and follow up on any promises you made. If you suggested you would send them a link, do it, if you offered some additional information, send it, or if you suggested a follow-up telephone call schedule it.

You’ve made the investment, use a few minutes immediately following the event to collect your thoughts, debrief (yourself or others), and be sure you tie up any loose ends.

Make it Strategic

Practice makes perfect, but many professionals will only get to one or two major conferences per year. If this is you, you’re going to have to be sure that you are strategic in your approach. It’s far too easy to arrive at a conference, go through some of the motions, hit a few breakout sessions and exchange a business card or two from some chance encounter that you simply stumbled upon. Then you return home with only the memory of the person on the airplane who occupied half of your coach class seat, the speaker who made you laugh or cry, and the quality of the food in the buffet line.

You and your network are worth more than that.

– DEG

Dennis E. Gilbert is a business consultant, speaker (CSPTM), and corporate trainer that specializes in helping businesses and individuals accelerate their leadership, their team, and their success. He is a four-time author and some of his work includes, Forgotten Respect, Navigating A Multigenerational Workforce and Pivot and Accelerate, The Next Move Is Yours! Reach him through his website at Dennis-Gilbert.com or by calling +1 646.546.5553.

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Turning Tragedy Into Strategy

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You were overlooked for the promotion, your sales presentation bombed, or your team blew it in the final hours of a highly visible project. That page in your book of life is over. It is time to turn it.

Dedicated business team having a discussion

Can you turn tragedy into a new strategy?

Once in a while we have one of those days, a day when everything feels like it is falling apart. It might be on the job, off the job, at the store, or driving in your car when suddenly you’re hit with a bold realization that life just got worse. But did it?

Mind-Set

Perhaps one of the most important things for conditioning our mind-set is to realize that life is made up of a lot of moments. Sometimes a moment might make you realize that you’ve just made a wrong turn, other times it might positively reinforce something that you have been stressing over for too long, but in nearly all cases a moment will contribute to defining who you are.

You, not someone else, should condition that definition.

One problem that many people often blindly walk into is that they place more emphasis on the moment something went wrong as compared to the moment they did something great. Our mind is extremely powerful at protecting us.

Touch a hot oven and we quickly learn not to do it again, our mind will remind us (hopefully) for years to come. Once in a while we might slip up, but for the most part we become conscious of the danger and we make sure it won’t happen again.

Every learning experience is not a hot oven, unless you make it become one.

Positive Strategies

Many issues that we encounter on the job or in our professional career become flagged as a place to never to go to again. Of course this can be helpful, we don’t want to make mistakes, but too often we dwell so much on an error, a mistake, or a circumstance where we came up short that it inhibits our ability to achieve more.

Striving for excellence and working towards perfection, are both admirable goals, but you can’t always be so hard on yourself. Making a mistake doesn’t mean it is time to stop, time to give in or give up. Taking a wrong turn shouldn’t result in a future self-limiting belief. You’re better than that.

Arrive

A career is a long time, some might be near the start, some closer to the finish, but if you are consciously striving to keep moving, doing more, accomplishing more, and becoming more, you will arrive. This should be your strategy, to arrive, not to dwell on a circumstance that you’ve labeled as a tragedy. Your focus must be on strategy.

You won’t be able to avoid it. There really is no question about it. It will happen.

You will arrive.

The best question then becomes, arrive where?

– DEG

Dennis E. Gilbert is a business consultant, speaker (CSPTM), and corporate trainer that specializes in helping businesses and individuals accelerate their leadership, their team, and their success. He is a four-time author and some of his work includes, Forgotten Respect, Navigating A Multigenerational Workforce and Pivot and Accelerate, The Next Move Is Yours! Reach him through his website at Dennis-Gilbert.com or by calling +1 646.546.5553.

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Do Questions Create Focus?

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Years ago I was preparing to facilitate a strategy session with about a dozen business stakeholders and as part of my preparation I researched several business articles and books. One of the most important ideas that occurred to me during this process was that it wasn’t my content, my relevant business experience, or a fancy chart that was going to drive the direction of the session. It wasn’t going to be the statistics, data mining, or popular wisdom, although certainly all of those can be important. What was really going to drive this group to form a new direction were questions, not statements.

Three businesspeople having a meeting in the office with a laptop computer and a digital tablet

The best leaders are experts at asking questions. Sure they can tell people a suggested course of action based on their own experiences, or they can express that doing X will create the desired result Y. Often statements of direction will spring people into action and when some success occurs, the logic is to repeat the previous behavior.

Unfortunately, when the results begin to slow down or even worse, they stop; we often go back to the behaviors that worked before, only this time we do it with more frequency or quantity. The logic is if this worked before, we just need to do more of it. This again is sometimes effective, but eventually we get caught in a circle of action and reaction, people get overwhelmed, overloaded, or grow tired of the same process with diminishing results.

Questions Create Focus

When we want people and teams to really get behind an effort, a strategy, or a new direction, to be bought-in for the future, committed and focused, questions are often the most effective communication method.

Consider these examples of statements for focus:

  • Many businesses are pushing their marketing to more and more digital platforms; we should do more of this.
  • Our biggest competitor just launched a new product that outperforms ours; we need more features on our existing model.

Consider these questions for focus:

  • What is trending in marketing today? How or what do we need to do capture the momentum of any trends?
  • What is the market life-cycle of our product line? What would make our product better?

Telling a person or team to move in a specific direction will get some results, some of the time. Let’s face it, there are many people in the workforce that only react when they are told and there are many workplace cultures that demand an authoritarian approach. However, the most successful cultures, those with motivated, committed, and passionate teams, are typically not lead through this type of approach. Sure we need a variety of knowledge, skills, and abilities in any workplace and many times we need a mix of front line people and management team members. We need soldiers as well as generals. We need people who work towards a specific hourly, daily, or weekly goal, and we need those who are more supervisory or management personnel, and a lot of mixture of both.

When it comes to creating focus, sometimes it is the questions, not statements that cause people to pause and think for themselves. Questions explore solutions without exemplifying problems. Questions create those (ah-ha) moments when it really sinks in and people see the correlation between process and product, action and result.

Use more questions.

– DEG

Dennis E. Gilbert is a business consultant, speaker (CSPTM), and coach that specializes in helping businesses and individuals accelerate their leadership, their team, and their success. He is the author of the newly released book, Forgotten Respect, Navigating A Multigenerational Workforce. Reach him through his website at DennisEGilbert.com or by calling +1 646.546.5553.

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  • 4

Do You Actualize the Vision?

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More than once I’ve looked at my desk and said to myself, I don’t know where to start.

Have a look

Actually, starting isn’t typically a problem for me, but starting to clear my desk of books, tablets, mail, battery chargers, pens, vitamins, business cards, paperweights, and post-it notes sometimes feels like a chronic problem. It seems many people may have a desk drawer, a book case, or a closet that is a collection place for everything you think you might one day need. Depending on where you live and the size of your home, you may have an attic, basement, or garage that is overloaded with stuff and you often think of cleaning it up, but you just don’t know where to start.

Some people are very well organized and others not so much. If you’ve ever had that feeling of not knowing where to start, then you may feel like employees sometimes do when tasked with a big project, a goal, or a deadline.

Actualizing the Vision

Often in leadership development workshops I spend a few minutes to discuss with participants the idea of actualizing the vision. The hardest part sometimes is getting started, and good starts can be critically important for great finishes. When it comes to actualizing the vision workplace leaders have several important factors to keep in mind:

  • What is the goal or objective? If there is not a well-defined goal or objective there is nothing to reach for, and honestly, most people will just settle for the way things are if they don’t have a well-defined goal.
  • How can this be broken down into smaller pieces? Small pieces are of key importance when actualizing the vision. Smaller pieces not only provide an opportunity to pause for reflection of accomplishment, but emotionally they give people something to build on.
  • How will we measure success? Measurement should be determined prior to the work beginning, but sometimes people like to just jump in, do a few things, and then call it good enough. Decide how success will be measured and evaluated early on, preferably before the work begins.

Perhaps the easiest to implement and also the most fundamental point about actualizing the vision is to be sure to build on each successive step along the way. When people see progress and feel a sense of accomplishment they will often develop more energy and commitment to seeing the project through to completion. The hardest part might be getting started because often the vision feels like a daunting task. So big or so challenging, it is hard to see the finish line. Helping yourself or your team actualize the vision each step of the way not only adds to your leadership skillset, it also gets a lot accomplished.

– DEG

Dennis E. Gilbert is a business consultant, speaker (CSPTM), and coach that specializes in helping businesses and individuals accelerate their leadership, their team, and their success. He is the author of the newly released book, Forgotten Respect, Navigating A Multigenerational Workforce. Reach him through his website at DennisEGilbert.com or by calling +1 646.546.5553.

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  • 7

Millennials and Gen Z: Your Competitive Advantage

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Experts in industrial sectors, experts in educational systems, and even experts in social and psychology disciplines likely have as much disagreement as they do agreement about the paths necessary to bridge gaps and manage talent across all five workforce generations. Some believe there are not any problems, some believe the problems can’t be solved, and still others believe that the problems are nothing new often stating that we’ve always had generational differences and we should just forget all this generational talk and get back to [real] business.

Joyful group

The Problem

Many business sectors report problems with attracting and retaining the most recent generations in our workforce. Culturally, organizations often struggle with adapting their environments to become attractive for millennials and generation Z (Gen 9/11, iGen). One thing is certain, an organization without a strong representation of the most recent workforce generations is an organization without a future.

The Opportunity

Working across the generations or creating an atmosphere of generational neutrality is definitely not a one size fits all approach, but it does create a strategic opportunity. Keep in mind that being on the front side of the bell curve is where opportunity has the biggest strategic advantage. Many organizations are not taking a strategic approach for onboarding the most recent generations, and if your organization chooses to do so, you’ll position yourself for a strong competitive advantage.

Where to Start

Organizations will have to think more strategically. Often somewhat unconsciously, organizations operate by “fighting fires” through tried and true tactical approaches instead of strategy. Every strategy needs tactics but every tactic may not be strategic. Make sure your organization is investing in a strategic approach to onboard and fully utilize the most recent generations. 

Here are three foundation building principles for millennial and gen Z strategy:

Build a strategic approach that incorporates unleashing tacit knowledge. Think succession, mentors, and how to leverage new age ideas with old school methods.

Illustrate pathways for future opportunities. The most recent generations want to understand how their contribution fits and how they can make a difference. Give them a sense of purpose.

Build flexibility into your systems. Most emerging workers believe that there is more than one way to achieve the goal. In contrast, many of the earlier generations believe strongly in the tried and true methods. Flexible approaches are desirable for more  than just engaging across the generations, they also allow organizations to quickly adapt to changing circumstances or markets.

Regardless of how you build it, organizations that adopt a culture that is farsighted and encouraging will win out over those who can’t effectively illustrate their value or purpose.

Are you building a competitive advantage?

– DEG

Dennis E. Gilbert is a business consultant, speaker, and coach that specializes in helping businesses and individuals accelerate their leadership, their team, and their success. He is the author of the newly released book, Forgotten Respect, Navigating A Multigenerational Workforce. Reach him through his website at DennisEGilbert.com or by calling +1 646.546.5553.


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Strategy and Logic

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Good strategy doesn’t always align with what many would believe is good logic. Looking back not everyone agreed with the concept of the personal computer, the internet, and cellular telephones. It doesn’t mean that any of those were a bad idea.

BlackSmith-byDerekKey

Often what is necessary for a breakthrough involves breaking down old habits, traditions, and self-limiting beliefs. Being a black smith as an occupation, owning or operating a video rental store, and using a camera that requires film all at one point may have seemed like a good idea and a strategy to continue. Yet those jobs, businesses, and products are nearly all, if not entirely, obsolete.

Good strategy doesn’t always mean it makes sense. People and businesses that stay focused on where they are, will likely have unknowingly placed limits on where they can be. Instead, staying focused on where you are going to be changes the opportunity from becoming obsolete into becoming elite.

Does it make sense to challenge logic when you form strategy?

Ask Kodak, Blockbuster, and your blacksmith. Hurry.

– DEG

 

Photo Credit: Derek Key

Dennis E. Gilbert is a national level corporate trainer, speaker, consultant, and coach. He is leading people, teams, and organizations to new levels of personal and professional growth. He latest book is: Pivot and Accelerate, The Next Move Is Yours!


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