by Izabela Lundberg, Featured Contributor
EVEN THOUGH WE are approaching only the end of the 3rd week of the second month of 2015, it feels like many more months have passed by already since the new-year started. You might be wondering why is that.
In my world, it not so bad a thing at all – it is great actually!
Let me ask you this: Did you ever have consecutive day after day turning into week after week of high impact individual and / or team performance? And by the time you reflect and catch your breath, it feels that months or even years have passed by? Yes? Great feeling, right?
That is exactly what I am talking about, the feeling of accomplished excellence despite the (virtual) snowstorms that followed me through my engagements with executives in NYC, Washington D.C., Chicago and Detroit all the way back to Denver (where the snowstorm is taking place now as we speak) and Dallas. Best part – everyone I talked to had an amazing attitude in spite of multitudes of disruptions in their day-to-day operation.
It is like a domino effect… depending on which end of the ripple effect you may be standing on … giving or receiving – it is that simple. This effect alone can impact your business for better or worst. Are there other options too? Yes, there are!
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Excellence is a process, not just an outcome. Sure, we have to hold out for high standards in the products or services we provide. The goods must be more than “good enough.” But so must our approach – you know, our methodology, the way we do business and deal with people. How could the ends be considered excellent if we can’t be proud of the means? ~ Price Pritchett, Ph.D.
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When your days are consistently (right) action packed, with strategic planning and a high-impact structure approach, consistent success just follows you – and that is very attractive, reflecting your expertise posture and overall confidence level. Before you know – it affects everyone and everything around you! This shift echoes very well within you’re A game at work.
How?
Let us explore the true shifts and vast positive change that took a place in recent years within C-Suite and how this change may be applicable to you:
1.0 C-Suite Era – This may feel in 2015 like a million years ago, right? But in all reality this was not long ago when formation and foundation of the leadership system was configured and 
replicated latter across the globe. It was less then 100 years ago, dating back to early 1920s.
For many of you that wondered how early leadership efforts affected small enterprises through their newly formed executive teams, before IBM and Microsoft era and other technology inventions, it was done through centralized leadership groups. These leadership groups covered resource allocation, critical thinking, performance monitoring and overall execution. Quite impressive for that time, don’t you think?
2.0 C-Suite Era – Also Known as “Divide and Conquer” era offered what at the time were very unique characteristics in late 1970s and 1980s. It was the era of a new flavor of the globalization (many are still unclear what this like), inventions and technologies. These changes, more than ever, impacted C-Suite due to its high demands and very visible, high impact roles within the organization
Since than, there was no point of return due to radical changes and demands of the leadership teams within the organization.
[message type=”custom” width=”100%” start_color=”#D8D8D8″ end_color=”#D8D8D8″ border=”#BBBBBB” color=”#333333″] The next-generation C-suite must transcend functional boundaries to secure enhanced alignment and coherence, without defaulting back to the command-and-control arrangements of a bygone era” ~ Eamonn Kelly, Deloitte Consulting LLP The C-suite: Time for version 3.0
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3.0 C-Suite Era – Or known to some as “ Holistic Leadership” era
“Now, really?” Yes, it is happening right now and if you are not paying close attention your organization including the board of the directors and advisory teams in silos will have a hard time on catching on. Why?
The train already left the Central Station, with you or without you. If you missed to jump on this ride, you are risking hitting rock bottom and a very unpleasant wakeup call middle of the night – as we witness already with numerous organizations in recent economic shifts beyond Wall Street financial indicators. The gap of executive leadership teams cross-functionally within the organization is getting bigger due to high demand of specialized and function-deep skill set of newly formed roles.
C-Suite is getting bigger (just look at new CXO acronyms), organizational charts are more complex and the decision-making process is often taking too long and delaying execution.
What is wrong with this picture and why?
The three main areas that 3.0 C-Suite is struggling with it today, may surprise you:
- Get permission to execute – Yes, you heard me correctly! Through large or small niche consulting firms that are assisting their Fortune 500 clients, CEO’s are under more pressure then ever to make a decision and better yet to execute them. The scope of their work and level of involvement increased significantly since the late ’80 according to Harvard Business School. This is not because they are not capable on their own but getting that green light, however hard the decision, may be harder sometimes then you may think. Timing, CXO’s consensus, board of the directors approval or simply perceived obstacles to execute can create a state of unexpected “stand by’s” like during this winter storm. Can you relate to that as a small and medium business owner and decision maker?
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Too much attention on problem kills our faith in possibilities.” ~ Price Pritchett
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- Use of power and influence – This time we are talking about different power and influence Champions! Not based on how big your company may be and where it ranks on Fortune 500 list. It is about the use of effective, timely and relevant power and influence catching on slowly but sure How? Why? What? You may be surprised that a “holistic” approach to solutions within the organization and with clients are new additions to key objectives of service delivery on 3.0 organizational change plans. But some organizations unfortunately are still struggling to be holistic and act holistically – by offering highly customized service solutions vs. cookie cutter quick fix and flip client interventions.
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If it is a wrong or unnecessary thing to do, who cares how well you can do it! You are wasting your two most precious assets: time and energy!” ~ The World Messenger [/message]
- Build new Costumer Centered relationships – Act like your life depends on developing your talent within the organization to be more aliened with your vision and your customer needs – because it does. By making sure that your employees are empowered to take immediate action – you are automatically nurturing and protecting the organization’s most critical strategic and tactical capabilities necessary to succeed with your customer centered relationship. This time you are going beyond “core competencies” as per Hamel and Prahalad.
According to IBM’s 10-year Global C-Suite study “The ability to engage, develop, recognize and support employees will be critical in the decisive battle for customer loyalty.”
Allowing your team members to have needed time and extra space to respond and craft engaging customized client experiences, through agile and innovate customized solutions, will significantly define success of your organization.
In the end, if it takes you so much effort to win a new relationship with a customer, why not to nurture them and keep them engaged through a long-term strategy?
