Why are organizations frozen?

Establish clarity to unfreeze the middle.

Leadership development propels business results.

Critical Moments – Mastered

MANAGING AT THE LEADING EDGE

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Is your organization or business unit frozen in the middle?

Many organizations are simply not configured to operate effectively. Senior leaders and mid-level leaders, each focused on their own priorities, often fail to communicate effectively. As a result organizations are frozen between senior leaders and mid-level leaders, and strategic initiatives often fail not in planning but in execution.

To break the cycle, senior leaders and mid-level leaders must learn to problem-solve agilely.

SENIORLEADERS

MID-LEVELLEADERS

60% of organizational leaders see that senior leader

coordination problems cause initiatives to struggle.

Only 42% of projects are well-aligned to

organizational strategy.

30% of mid-level leaders promote the adaptability needed to implement strategic initiatives.

37% of mid-level leaders try to resolve issues after significant delay and are

only partly successful.

Developing a high-performance leadership system will naturally reveal leaders’ development needs. Embracing these opportunities will help keep your organization on the right path.

For example, a workshop could reveal that one leader tends to make assumptions while another doesn't incorporate high-gain questions. By identifying the underlying causes of communication challenges, leaders can effectively address areas of concerns and move from miscommunication to high-performance leadership.

THE FIRST STEP TO FILLING THE GAP IS KNOWING IT EXISTS.

MANAGING AT THE LEADING EDGE RESEARCH

senior and mid-levelleaders surveyed

interviewsconducted

of the author’s extensiveconsultation experience

1,000+ 100+ 25+ years

ENABLING LEADERSHIP DEVELOPMENT

Strategy ExecutionBusiness Simulations

LeadershipWebinars

F2F LeadershipWorkshops

ExecutiveCoaching

WorkshopsVILT

Action Teams

CONSIDER THESE STATISTICS:

Ineffective synchronization between leadership levels impacts business results.

of executives anticipate disruptive change, forcing their

people to work differently.

of these same executives believe their organizations are equipped to respond directly. 85% 42%

In any workplace change is inevitable and frequent. It’s how an organization's leaders respond to change that can make the difference between success and failure, and new research reveals that many leaders are currently not up to the task.

HOW CAN YOUR ORGANIZATION ENABLE LEADERS TO CONFIDENTLY MANAGE DISRUPTIVE CHANGE?

Please contact AchieveForum to discuss strategies to help leaders navigate and pilot business strategy at critical moments.Marketing@AchieveForum.com

www.achieveforum.com © 2017 AchieveForum

30%It should come as no surprise then that the success rate of strategic initiatives is ONLY

The majority of strategic initiatives fail not in planning but in execution. Why? Organizations are frozen in the middle of these leaders.

1Innosight. Organizations lack planning and tools to deal with disruptive change. 2014.

Capability

Change

Agility

What capabilities do your leaders need to be effective in their roles?

In what ways do you see your senior leaders and mid-level leaders coordinate?

In what ways could your senior leaders and mid-level leaders coordinate more effectively?

What changes are your organization currently navigating?

What changes do you anticipate in the next 12 months?

How prepared is your organization to weather a disruptive change?

How agile is your organization when responding to change?

What are you doing to close the gap between leadership levels?

How often do your organization's strategic initiatives fail, despite extensive planning?

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The good news is an organization can intentionally design a more functional system. Our research-based model, depicted below, is comprised of two elements. The first element is the high-performance leadership system, which occurs when senior and mid-level leaders perform the accountabilities of their roles with discipline and collaborate effectively to accomplish shared respon-sibilities. The second element is the empowering context of customer-focused innovation and high-performance leadership behavior. The arrows in our model convey the direction of influence each part exerts on the other parts of the model.

The book Managing at the Leading Edge provides extensive discussion of this model as well as 45 exercises to help organizations establish clarity and unfreeze the middle.

HIGH-PERFORMANCE LEADERSHIP SYSTEM

Organizational High

Performance

Piloting:Driving Customer-Focused

Execution

Managing the Leading Edge

EMPOWERING CONTEXT

Customer-Focused Innovation

Customer Focus

Learning-Based Innovation

Navigating:Strengthening Critical

Alignments

High-Performance Leader Behavior