Get Our Weekly Newsletter
Which of these three elements are prevalent in your business and, which of them could you work on to help you focus and get the important stuff done?
Which of these five steps could your organisation implement to transform its ability to learn from its most important projects?
How are you continuing to improve? Are you trying to develop yourself, or are you using a coach to raise your performance to even greater levels?
What are you focused on in your business? Is your attention solely on the disasters of your company, or are you also identifying the less obvious issues?
How are you involving your teams in the creation of your strategy so that they are more likely to turn your vision into real action on the ground?
How well do you understand the key drivers of your customer experience? And how have you turned those principles into real-life experiences
How freely are you spending and what is the value of the currency of ideas in your organisation?
How could scorecards help your business climb the league ladders to the very top and be fully owned by each of your teams?
Effective time management is not simply about becoming more efficient. How could you drive more growth for your business by becoming a time expert?
What actions are you taking to help your business achieve your biggest strategic goals in a phased and managed way like New York city?
The best way to build joint ownership for an idea is to encourage and facilitate genuine involvement in its development.
How well have you translated your high-level strategy into focused action on the ground to achieve ground-breaking results?
Try this exercise at your next team meeting and understand what you really need to do to improve your team’s capabilities
How well is your business doing on the KPI of new customer attraction? And if your new customer numbers are low, what steps are you taking to resolve the issue?
How effective are you at leading organisational change? And how could you improve your change management results by focusing on the ‘resistance to change’ formula?
How well do your company’s management systems enable you to follow-up and follow-through on your transformational, breakthrough agenda?
What do you believe are the business, management and leadership words that don’t yet exist, but should?
What steps are you taking to create excellence in your people’s ability to work within and across different project teams?
How strong are your skills in finding common ground and how effective are you at discovering and pursuing the art of the possible?
Focus doesn’t mean having things easy. Far from it. Focus should lead to demanding results and the relentless pursuit of higher performance
Morgan Cross Consulting Ltd
PO Box 9210
Newark, NG24 9EG