STRESS
“The more we grow, the harder it gets…” As organizations grow, the internal knowledge that really drove the company when it was smaller becomes harder and harder to translate to a growing number of employees. Why? The CEO, or key leaders, can’t be everywhere all of the time. As a result, CEOs find that employees “just don’t get it” which causes more and more stress for the CEO.
Strategic Orienteering provides organizations the ability to clearly articulate it’s “tribal knowledge” in such a way that people “get it” and as a result the company can “scale and replicate” its success with far less stress and more velocity. I'm interested in reducing my stress. Click here.
LACK OF ALIGNMENT
“I can’t seem to get my team on the same page…” Teams are made up of individuals that all have their own methods of achieving results. This difference, plus the natural make-up of quirky personalities can turn strong individuals into a very dysfunctional team. The answer does not lie in “team building.” Strategic Orienteering provides the team with a strategic understanding in very clear and very specific terms: where the organization is going, how it’s going to get there, and how they will work together to make it happen.
I'm interested in aligning our organization. Click here.
INABILITY TO MAKE DECISIONS
“Our strategy is scattered; we can’t seem to say “no” to anything…” The toughest thing for CEOs and management teams to do is to say “no” to new ideas. Too many companies look at new opportunities based almost solely on the financial aspect of the idea. As a result, they chase a lot of ideas that tend to fail miserably after a period of time. The answer lies in building a clear method of translating how the organization should “think,” not just what it should “do.” Strategic Orienteering creates clarity around how the organization “thinks.” As a result, the entire organization can develop specific decision filters which provide an easy and far less emotional method of making key strategic decisions. I'm interested in a new strategic decision method. Click here.
MORE STRESS
“I’m running the company, and seem to have all of the stress…” CEOs have a great vantage point. They can see more of what’s going on in the organization than anyone else. As a result, too many decisions tend to float to the top. For a short period of time, this seems attractive to a new CEO. However over time, the CEO finds that this process causes more and more stress. Strategic Orienteering provides CEOs with specific “how to” knowledge to reduce their stress level. I'm interested in reducing my stress. Click here.
NO TIME FOR SERVANT LEADERSHIP
”I know I should be more of a servant leader, but I can’t seem to find the time…” CEOs tend to be drivers by nature. As a result they cannot find the appropriate amount of time to focus on key individuals within their organization. Serving employees by increasing their capacity, makes them happier employees, more loyal employees and gives them a sense of purpose. However, for a CEO, it is impossible for a leader to be both the “driver” and a “servant leader.” The answer lies in the CEO learning how to transfer a lot of the driving to his team, which in turn reduces the stress of the CEO and allows for a much higher level of quality time between employees and the CEO. I'm interested in increasing my servant leadership. Click here.
INEFFECTIVE IMPLEMENTATION
“We’ve tried strategic planning before, but the momentum went away after a few months…” Most organizations have one thing in common: their strategic plans fall by the wayside within about 6 months. Why? The CEO is the one that wears the burden of trying to keep the plan alive. Strategic plans should reduce stress for CEOs, not create more work. This can only be done by ensuring that the organization owns the implementation process, not the CEO. I'm interested in better ways to implement. Click here.
COMPETITION
“We seem to be in a never-ending battle with competition, constantly trying to out-do each other...” Most organizations focus on what their competition does. They do this by trying to out-guess what the competition will do next or by reacting to what the competition has already done. Instead of focusing on what a competitor “does,” business leaders need to learn to understand how their competition thinks. Only then can you truly begin to neutralize your competitor and grow with more profitable velocity. I'm interested in neutralizing my competitors. Click here.
WEAK ACCOUNTABILITY
“I’ve tried strategic dashboards, matrices etc, however when I try to hold people accountable for the strategy it seems to create a culture of negative accountability...” CEOs think that it would be great if they could look at a simple chart on a piece of paper that tells them what part of their strategy is working and what is not. However, successful strategic management is a result of engaging people, not pieces of paper. Strategic Orienteering is a unique strategic implementation process that is focused on creating a culture of performance by utilizing an exclusive “Positive Accountability” system of implementation. The process has a self implementation element which ensures the plan is fully executed, stress levels go down, communication goes up, and growing the company becomes fun. I'm interested in engaging my employees to the plan of the company. Click here.
LACK OF ENJOYMENT
“Shouldn’t growing a company be fun?” Our business goals in life tend to be focused on growing the company. However as an organization grows, it tends to be less fun, not more fun. It tends to be more stressful, not less stressful. Strategic Orienteering was designed by CEOs for CEOs. Strategic Orienteering is a new long-term method of managing the strategy and growth for an organization that provides more growth, less stress and more fun for CEOs, their management teams and the organization. I'm interested in having more fun. Click here.