Embracing The Antagonist

Transferable Wealth & Wisdom: make your business more profitable and valuable

This Keynote address is suitable for executives, managers, supervisors, and individual contributors in the private, public, and not for profit sectors

eis Green Power Guy Anthony De Vito shares with you his insights regarding leadership and strategy with respect to:

How to make things happen
Effective leadership training/methods
Change management & Virtual teams
Inspirational and motivational leadership
How to develop strong growth strategies

However a leader may have found their moment of calm withing the storm … chances are it is just the current eye of the most recent hurricane. Yet, even after this storm has passed, it is vital to learn from what has passed and to prepare for next seasons inevitable tides.

Leadership, managing rapid change in a globalized digital world. High velocity decision making with multiple strategies for growth in different circumstances. The world is changing faster than you can hold a board meeting. Shortened production cycles. Accelerating change and business transformation.

All large businesses get hit by season storms on a regular basis. It is a fact of life. And the larger the organization, the more frequently they happen. Every employee is a risk of some kind. Every business unit contains perhaps hundreds of risks. Combinations of risks are far more common than most people imagine. Inspired leadership and strategic management means taking steps to reduce impact of future events, contingency planning, thinking ahead. A crisis provides an ideal opportunity to re-focus on what you are doing across the business.

Field proven best practices to prosper in an increasingly competitive world

Anthony clarifies the critical necessity of building on a foundation of inspired leadership (how to make leadership everybody’s business) . He promotes the need to move away from managing by personal authority towards management by process discipline. He identifies wealth and wisdom building ideas that will align everybody behind the customer’s total experience, reduce waste and rework, and focus everybody on bottom line performance (broaden departmental perspectives)

Clarify cultural values ( use them as a performance tool)
Eliminate waste and rework (involve employees in continuous improvement)
Brand your organization inside and out ( to maintain an inspiring sense of purpose)
Focus sales and marketing efforts (to protect and grow market share)
Manage cash flow (by applying the theory of win, win, win)
Measure performance (and establish meaningful rewards for performance)
Develop the management team’s capacity to forward-think (adopt a planning processes)

Here are 10 steps to take when the inevitable waves come crashing in …

Discuss the facts with your team: take your time and tell the whole truth to the whole team, as far as you are able: what the crisis is, why it happened, why it really does matter, and what steps are already being taken to try to ensure it doesn’t happen again. If you want people to make a big effort then they will want to know all the reasons for the crisis.

Be extremely candid: If mistakes have been made, talk about them, and accept your fair share of responsibility. If you lead the organization, it is no good pointing the finger entirely at others, when the situation has been compounded by decisions taken by people inside the organization. People who ultimately report to you.

Be careful and precise: Sometimes it is hard or impossible to reveal the whole situation at the time – for example there may be legal or regulatory constraints on you doing so for various reasons. There may be sensitive or confidential human resource issues involved.

Be courageous: Leaders often reveal their true weakness or strength at such a time: strong leaders are able to share at times of relative vulnerability, while weak leaders hold back. They also reveal at such times, in how they communicate, what they really think about their own leadership teams, and may reveal their own lack of confidence in handling the situation.

Win trust: Bring your senior team into your thinking, so they begin to see and feel themselves what you are seeing and feeling. Share with them personally how you view the situation, your hopes and your fears. As you honor them with your disclosures, they will feel closer to you.

Pay attention to the details: Create a crisis management team with clear terms of reference and re-allocate day to day responsibilities to allow full attention to be given – and chair every meeting.

Make your team feel important: honor them with your affirmation, praise and confidence in their abilities. Let them know (again) just how important they are to you and how you believe they could have a real impact.

Ask them for ideas: If you have done the above correctly, you will very soon be rewarded with a flood of new practical ideas. Your team’s greatest initial contribution may be insight rather than action. This stage is critical to encourage ownership by the team as a whole.

Follow through: with regular updates on the situation plus feedback sessions to monitor progress, review strategy and fine-tune decisions, are vital in keeping teams focused on urgent tasks.

Celebrate every achievement: Most crises are solved in many small steps, in sequence or parallel. Make sure there are “early wins”, celebrate them, honor those who had the idea, took initiative to make it happen.

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