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The winning formula approach to delivering growth and success

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Why? Because internal and external issues and events will constantly change the landscape in which the organisation operates in. 

Direction and influence have always been important elements of effective leadership, but ‘navigating the landscape’ has become the new core requirement of the 21st century leader. 

To support this need, meet the challenges ahead and deliver success, a more flexible, adaptable leadership approach is needed to keep everyone connected with the organisation on track – a performance framework which adapts to changing conditions on the journey.

‘The Winning Formula’, which consists of six distinct elements, is an inspirational and powerful performance framework which enables everyone connected with the organisation to overcome the challenges likely to be faced on the journey and deliver growth and success for the business.

1. Research

Research focuses on the size of the opportunity for everyone connected with the business and covers four significant challenges:

  1. Retention of people currently employed;
  2. Attraction and recruitment of new talent;
  3. Support of suppliers, partners and other stakeholders; and
  4. Clarity regarding the future direction of the organisation.

To address these challenges, the leader needs to create an inspirational journey experience and a business that others want to be part of. 

Navigating the landscape requires the production of a simple, ambitious, and compelling ‘vision’ offering an inspirational insight into the future of the business and what lies ahead on the journey. 

The more powerful the vision, the easier it is to get individuals to sign-up and support the business. 

2. Strategy

Strategy focuses on the production of the route map needed to chart the right course on the journey and covers four important challenges:

  1. General understanding by others of the business plan;
  2. Alignment of the plan to each employee’s job role;
  3. Agreement of each employee’s goals and targets; and
  4. Day-to-day management of their performance.

To address these challenges the leader needs to demonstrate how the ambitious plan for the business will be achieved by producing a simple document – a blueprint for success – showing the direct link between the business vision and the employee’s performance expectation.

Confidence in the leader and credibility in the plan are both important to navigational success. 

The production of the route map is the single most important piece of work carried out by leaders on any journey.

3. Engagement

Engagement focuses on the buy-in and commitment to the plan and route map on the journey and covers four key challenges:

  1. Level of leadership visibility and capability;
  2. Quality of the workplace experience;
  3. Effectiveness of the communication grapevine; and
  4. Need for momentum on the journey.

To address these challenges, the leader needs the support of more leaders – we call them Cultural Architects.

Cultural Architects are ‘leaders without authority’, advocates of the vision, the route map and the journey and they are used to guide, inspire and focus others on what is needed to support the business.

Navigating the landscape requires the identification and recruitment of Architects and they can be found within the business or externally from suppliers, partners and other stakeholders.

Cultural Architects help to improve communication, trust, performance momentum and commitment from others on the journey. 

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