What ISN’T success?

Success. We all want it. (And those who say they don’t haven’t done what I’m suggesting here. Instead, they’re rebelling against the stereotypical cultural definition.) It’s the most important yet least intentional part of most people’s lives. Think about that. How much time have you put into defining what you, personally, REALLY mean by “success” – and then reviewing and …

gljudson Strategic thinking

“How” is not the question

“How will you do that?” Since my time as a business systems analyst, designer, and software engineer, and now as a leadership geek, trainer, coach, and consultant … people constantly ask me, “How can we do that?” But “how” is the wrong question. It’s almost always asked out of sequence. Don’t ask how until you’re clear about what. The instant …

gljudson Strategic thinking

Vision, mission, strategy, tactics – what’s the difference?

Vision, mission, goals, strategy. Tactics and actions. Do you know the differences, the nuances, and how to move from one to the next? If you do, you’re well ahead of most people – including, I’m sorry to say, many C-level executives. Yet strategic thinking is the unanimous number-one wish of those same senior executives for first-line managers and leaders. Unfortunately, …

gljudson Strategic thinking

What happens next?

No task, activity, project, team, department, or even company operates independently. Everything interacts with everything around it. That’s not a metaphysical or mystical concept; it’s just reality. The more aware and intentional you are about how what you’re doing impacts what someone else is doing, will be doing, or needs to do – the more effective, efficient, appreciated, and successful you’ll …

gljudson Strategic thinking

Should we ever ask why?

In my last post, I made the point that “why” questions can sound accusing and put people on the defensive – especially if the situation is tense to begin with. And that’s true. But this doesn’t mean you should never ask “why” questions. Sometimes they’re the exact right question to ask. In fact, sometimes “why?” is a really important question to …

gljudson Strategic thinking

What’s the #1 problem for new managers?

In an informal (but remarkably conclusive) survey I conducted last year, I asked a group of senior leaders, mid-level managers, and executive coaches one simple question: What is the single biggest challenge you see for recently-promoted first-line managers and leaders? The answers were 100% the same – and 100% not what I expected. Without hesitation, every one of them said: …

gljudson Strategic thinking

The case for higher employee turnover (yes, really)

Employee turnover – the rate at which employees leave your organization, whether voluntarily or not – is often considered just a fact of life. Some people will leave. Some people will get fired or laid off. This is not new news; carry on. Occasionally, someone will make the effort to evaluate turnover relative to industry averages or some other measurement. …

gljudson Strategic thinking