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What have you learned about your leadership style during the crisis, and how have you re-evaluated and evolved your approach as a result?
There are seldom any easy solutions to complex problems and the blind copying of actions, simply because others are doing it, is little more than a sign of fear
What are the potential connections between your various products and services and how could you transform your star products?
What steps will you take to develop your team when it is still more likely to meet virtually than it is physically?
What ideas have you seen work that have improved the performance and cohesiveness of senior teams during the pandemic?
With any new venture or initiative you must be willing to stand back, take a holistic view and let the facts speak for themselves.
Review this list, assess your performance on each of the factors and identify your priorities for development and action
Over the past six months, you will most likely have navigated some of the most challenging seas of your career.
Which of these five lessons could help you improve the delivery of organizational change across your business?
Building ownership is a Sisyphean effort. It is a never-ending task of developing mutual trust across an organisation, aligning everyone behind a clear strategic intent
What level of local discretion is demanded by your strategy and business model? And how effective is your organisation in delivering your approach?
What meaningfully unique ideas are you working on at the moment? And what investments are you making in your organisation’s ability to create and deliver bigger, better and faster innovations?
How are you balancing your desire to deliver your most important initiatives at pace, with the need to ensure desire and enthusiasm to go even further and faster next time?
Which of these eight accelerators already exist in your business? And which should you now work on to deliver faster, bigger and better innovation for your teams, investors and customers?
If you’re like the business leaders that I’ve been talking with, you’re currently working out how to rapidly cut costs across your organisation.
If you’re a leader of a business that has survived the initial shock, what should you be doing over the next 3-6 months as you wait for the recession tidal wave to hit?
What are the personal objectives that you wish to deliver through your working life? And what lasting impact could the delivery of those objectives achieve?
Leaders face a common set of tasks – the job description of leadership. As a leader of your team, or organisation, how do you rate on these critical 11 tasks?
One of the things the current pandemic has surely taught us is that we cannot predict the future or assume tomorrow’s events. The future is still to be written
The post-pandemic recession is going to be extremely challenging for most businesses. As a result, you may be tempted to sit tight. That would be a mistake.
Morgan Cross Consulting Ltd
PO Box 9210
Newark, NG24 9EG