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Success requires action, and action requires the belief that you have the power and resources needed to make things happen.
Where is your business struggling to deliver against its performance ambitions and goals? What do you need to do differently to fully face into the reasons for these shortfalls?
It’s only when you have to look at the blank, open road of possibilities in front of you that developing innovative new ideas seems a tad more difficult!
Do you want to find out more about how these killers inhibit growth and profitability, and what you can do to remove them from your business?
What supposedly performance-improving technologies are stopping you from being more productive? Can you turn over a new leaf?
Strategic advances are not made through problem solving; they are made when organisations become the first to find a profitable way to exploit new opportunities.
What are the lenses that you need to use to help you see the world through others’ eyes so that you can overcome differences and find new solutions?
In a world where many of us will be living into our 90s and beyond, what steps are you taking now to renew and reinvent yourself?
What are the skills, capabilities and behaviours that you would most like to develop or improve? What are the initial steps that you can take to make that development real?
How often do you review, as a team, your most important strategic initiatives? And what steps can you take to increase the cadence of those reviews?
Speed is far more important than accuracy in securing business success. Which kind of organisation do you lead – a tortoise or a hare?
The key to setting an effective, ambitious goal is to understand how you will deliver it. A clear, challenging goal creates focus, energy and alignment.
What are the moles that you are most regularly whacking? How could you change focus so that your teams are working on them in a way that they never raise their head again?
Make a list of the key projects launched by your own company over the past 12 months? How many of them are hitting their targets and are motoring ahead?
What is the purpose of your company? And, if you don’t have one, how could you benefit the lives of your customers, your people, your investors and the wider world if you did?
What new behaviours are you trying to develop? And what support do you have to turn them into new habits that require structure and support?
What are the improvements you’d like to make to your skills, behaviours and performance? And what could you realistically achieve in the next three months?
Where are you and your team ‘showing up’ each week and where can you spot an absence of regular effort that is preventing you from achieving your goals?
Which of these 13 behaviours do you consistently demonstrate? And which do you need to develop if you are to become a highly strategic leader?
How well do you understand the differences in excellence across your organization? And how successful are you at embedding the best practices that already exist?
Morgan Cross Consulting Ltd
PO Box 9210
Newark, NG24 9EG