Jeff Cravens’ Post

🔥Strategic Leadership Hot Take — your biggest strategic challenge may be you. As part of the process, you’ll construct and tell “half-truths.” Maybe even full-on lies. Don’t believe me? Hear me out. 🧐 Consider This Only 40% to 60% of a company's strategic potential is realized annually. What is one of the root causes? It’s simple — we’re people. We can’t help ourselves. Some inherent biases and the narratives we choose to believe include: 📈 Optimism Bias – We overestimate our capabilities and market potential. 🧠 Ego Influence – Our egos can cloud judgment, obstructing clear and objective thinking. ⚙️ Status Quo Bias – Change is daunting, and the comfort of the familiar is tempting. 👎 Confirmation Bias – We favor information that confirms our pre-existing beliefs, sidelining diverse perspectives. Here are some of the areas you and your team may be struggling to be honest about: ❌ Market Size & Growth – Are we ignoring new competitors or economic shifts? ❌ Customer Demand – Do we base our strategies on solid market research? ❌ Tech Adoption – Are our forecasts realistically aligned with market and regulatory conditions? ❌ Competitive Advantage – How often do we critically assess our advantages against market changes? ❌ M&A Synergies – Are we too optimistic about the benefits and overlook the integration challenges? ❌ Digital Transformation – Are we underestimating the time and culture shift needed? ❌ Operational Scalability – What logistical or regulatory hurdles are we failing to consider? Regulatory Changes – Are we prepared for potential shifts in our regulatory environment? ❌ Financial Projections – How grounded are our financial assumptions in reality? ❌ Talent & Organization – Can we attract and nurture the talent needed? 💡 Rethinking Strategy To develop an effective strategy, you need a realistic understanding of the current state of the world. You need to know the truth — at least the best version of the truth you can reasonably ascertain. This is the foundation of the strategic choices you’ll make. Without it, your choices will be inherently flawed. Imagine if, instead of a "best case" scenario, you developed a "most likely" scenario grounded in realism and resilience. How might this shift in perspective enhance your strategic effectiveness and long-term success? 🎤 What's Your Take? What if we embraced more realistic strategic planning? Could confronting our biases lead to more robust and successful strategies? Can we be more truthful with ourselves; can AI help? Would we make different choices? Would we be more or less successful over time? 🤷 ——— 👍 Like this? 🤔 Share your thoughts ♻ Repost #strategy #businessstrategy #strategymanagement #agilestrategy #quantive #transformation

🌟 In a landscape that's evolving at lightning speed, the ability to adapt is paramount. At Enfinia Growth Partners, we're your partners in navigating change and propelling your company to new heights. Our comprehensive change management and leadership solutions are tailored to your unique needs, ensuring a seamless transition in this dynamic environment. 💼 Let us guide you through the intricacies of change, optimizing strategies, empowering teams, and fostering innovation. 💡 Visit our website to discover how we've transformed businesses and to learn more about our expertise. ✨ Don't miss the chance to embrace change – contact us today! 📧 #change #management #leadership #businessgrowth #innovation #adaptability #EnfiniaGrowthPartners #consulting #managementconsulting #transformation #thrive #empowerment #strategy #changeleadership #evolve #navigatechange #seizeopportunities #futureofbusiness #successmindset #growthstrategies #partnership #unlockpotential #changeagents #businessconsultants #staycompetitive #ignitechange #unlocksuccess #embraceinnovation #contactus #VisitOurWebsite

Young leaders rock!   Last week, I led a "visioning" strategy planning session using the 5Ds. The team is a $200 million business unit within a multi-billion dollar general contractor. The bar for success was already high with this group. Luckily, my experience with similar groups kept any real anxieties at bay. What I didn't expect, however, was the eagerness and collaborative spirit the team brought to the table.   It was a collection of some of the most kick-ass, forward-looking young leaders I've ever worked with. Most were under 35. What we ended up embarking on together that day was a journey that showcased their tenacity, vision, and an exceptional sense of the patience needed to turn their ideas into reality.   Our day kicked off with the first D, Define. The goal was to align on a co-created opportunity statement. It's called an opportunity statement vs. a problem statement because we wanted to consider the outstanding accomplishments the business has already achieved while focusing on the opportunity ahead.   The room came alive as we moved into the second D, Dream, with the leaders envisioning goals a decade into the future.   Next up was the third D, Discover. Here is where we dispelled another "young person" myth, as the team was brutally honest with one another about where they needed some shoring up but also incredibly quick to recognize those on the team who were "killing it," all in a very authentic way. No hiding behind phones and text messages here.   Closing the day with the fourth D, Design, I challenged the team to overlay their ambitions (Dreams) onto their current reality (Discover), using OKRs and other foundational strategic planning tools to help them reinforce strengths and address gaps.   The session was a collection of powerful personal and team moments. At one moment, I clearly remember the senior executive in the room being asked a question, and with an incredible amount of wisdom and humility, he said "I don’t know, we will probably figure it out together." Wow!   In the coming months, we'll reconvene for the fifth D, Deliver/Deploy, where we'll create a functional and agile roadmap for the future.   Throughout, the team exhibited an unmatched fire in their belly that has been a driving force in their success. This workshop added more kindling to an already ambitious group. Hats off to the team for putting so much patience and selflessness into our workshop. I'm excited to see the magic continue to unfold in the coming months. If this team isn't an excellent example for the future of leadership, I don't know what is. As I said earlier, young leaders rock!   Feel free to share where you've seen young leaders rocking it lately in the comments below.   #leadership, #strategy, #vision #youngleaders

Are you struggling with bringing a CHANGE to the existing processes of an organization? The first step is to learn what type of organization it is. Rationale Organization: Generally, smaller in size, focused groups of people work towards a common goal. Very Agile, adaptable mindset. Mostly black-and-white discussions and decisions. Political Organization: Generally, mid to large in size. Isolated groups, often working with conflicting goals, one step forward, two steps backward, mostly driven by "what's in for me"; most discussions and comments are in the "grey" area. Nothing is black-and-white. Bureaucratic Organization: No individual thinking is allowed. Mostly driven by policies and procedures you must follow even if it doesn't make sense. Change is like turning Titanic. Doers are not empowered. Thinkers take too long to decide. So what do you do? Once you have identified the type of organization you are dealing with, it will make it easier to think of a plan of action to be successful. Ask the following: 1. Is there a commitment at the top to bring the change? 2. What are specific barriers to change? 3. Are there resources committed to implementing the change? 4. How likely you will succeed in implementing the change? It is essential to note that many organizations may exhibit characteristics of more than one of these types, and the dominant approach to decision-making can vary based on factors such as the organization's size and leadership style. Your success is heavily dependent on the support and alliance of your leadership team.

The Power of Foresights in Business Leadership Reflecting on my own experiences running companies, I've often found myself engrossed in addressing the immediate challenges. This whirlwind of constant firefighting sometimes overshadows an essential component of leadership - looking ahead. Today, as an education management consultant, I’ve noticed a recurring theme. While engaging with senior management and owners of small to medium-sized educational institutions, there’s a common thread: Many operational challenges arise from an inability to anticipate future scenarios. Another observation is not only do many leaders grapple with foresight, but a startling number also defaults to micromanagement, especially at the senior level. Micromanagement, while sometimes well-intentioned, can be highly disruptive. It stops innovation, reduces trust, and inhibits the very essence of leadership: guiding, not dictating. More so, it leaves little room for looking ahead, which is where the value of foresight becomes even more pronounced. While being responsive to today's demands is crucial, it shouldn’t come at the cost of neglecting the horizon. A leader’s true skills is tested not just by addressing present concerns but by anticipating and preparing for what lies ahead. Being proactive rather than just reactive can make the voyage of steering a company or department significantly smoother. My current doctoral research into "sensemaking" has been eye-opening. This process of deriving insights from complex situations is often missing in our leadership toolkit. Embracing sensemaking can equip us with the foresight we often overlook.As I delve into my doctoral research on "sensemaking," I'm struck by its relevance. The ability to make sense of complex situations and derive insights is a tool every leader should have. It's this skill that can help us move from micromanaging tendencies to embracing foresights. In retrospect, had I embraced foresight earlier, many hurdles could have been sidestepped, and opportunities might not have slipped through the fingers. To fellow leaders: Let's invest time in scanning the horizon. The future might be uncertain, but with foresight, we can be better prepared.After all, it's not just about navigating the present but charting a course for a successful future. #BusinessLeadership #EducationManagement #Foresights #Sensemaking https://lnkd.in/gmu7KBJG

The usual basis for exceeding your goals as an organization would be your vision and mission. Over time, as your the near their realization, your leadership will want to rethink if they've already been achieved. And when it has, you'll most likely hit a wall. Most organizations will be comfortable with hitting their high. They can say they're successful and have reached the height they were aiming for. There is, however, danger around this. How so? Becoming stagnant will make companies be prey to complacency. And we can think of at least 2 or more brands that have been overtaken because they were viewed as products of yesteryear. In the case of having been considered obsolete, only one situation can make it different. And that's if your business proposition is a unicorn. Very rarely does this happen. And often, ove time, anything can be replicated. So when you've hit your ceiling, and you feel growth for yourself and your employees is far from view, you need to sit back and rethink your steps. And in the middle of your run, at the end of the road, or even in the beginning when you feel it isnt going your way, remember that strategy is your friend. You can start rethinking your value proposition. Tools and schools of thought may be available for you to use. And it doesn't take much to start creating your strategy. The best way would be consultation of your employees. Believe it or not, they know more of what opportunities your business can take than any of the leaders. They are your first investors after all. Employees invest their time, energy, and opportunity to contribute. They possess the ability to believe in your value proposition. And even when this needs to change, they remain to be the ones that follow you. And what you need to spend is only time. To consult, synthesize, analyze, and settle on a plan of action. It takes effort to make a difference. But it may have been exactly what you did when you started. So dont be afraid to go through it again. My goal would be to write about random concepts that may offer perspectives to how work can become meaningful. For the next 365 days, I continue my passion for writing. At the end of it, I hope to see you! And I hope you keep me accountable. I'm Adrian, a people manager, development leader, passionate about industrial relations and a master trainer. As a proud graduate of the Asian Institute of Management, certified by Dale Carnegie and a proud alumni of AOTS Japan, my interests continue to grow. I look forward to growing knowledge and sharing them with you!

Change is an inevitable part of any business, especially in the fast-paced world of start-ups and scale-ups. As an aspiring CFO, understanding and having the skills to implement a change management process is essential for strategic leadership. Successfully managing change not only helps your organisation change smoothly but... #ChangeManagement #LeadershipSkills #BusinessGrowth

The most effective planning involves a willingness to be changed. If you’re not open to that you’ll easily get sucked into the vortex of constant implementation activity.   Sounds good at the surface level. However, the current operating environment demands deep change—call it business model reinvention—much more often. Without that willingness to embrace deep change you’ve accepted a default position of slow death.   Best to try to get a handle on your organization’s openness to deep change before designing your planning process. A planning process design that acknowledges and embraces the organization’s need to be changed is completely different from one intending to reinforce and extend the current business model.   Ask a few questions to uncover your posture and design accordingly.   𝙌𝙪𝙚𝙨𝙩𝙞𝙤𝙣: If we were going to be truly courageous, what question [previously thought off limits] would we ask ourselves right now? 𝘞𝘩𝘺 𝘪𝘴 𝘵𝘩𝘪𝘴 𝘪𝘮𝘱𝘰𝘳𝘵𝘢𝘯𝘵? Often, the iceberg you’re steaming towards is apparent to many…but tradition, politics, deference, and fear keep you from asking it in leadership circles. Unless you’re getting to the heart of the current situation, you’re moving chairs around on the deck. More Titanic lessons, anyone?!? 𝙌𝙪𝙚𝙨𝙩𝙞𝙤𝙣: To what degree is deep (radical, transformational) change possible here and now? 𝘞𝘩𝘺 𝘪𝘴 𝘵𝘩𝘪𝘴 𝘪𝘮𝘱𝘰𝘳𝘵𝘢𝘯𝘵? Questions like this gauge leadership readiness. Additionally, they can identify the dominant current vision in use (aka, horizon one) tendencies. 𝙌𝙪𝙚𝙨𝙩𝙞𝙤𝙣: What would it take for us to approach “planning” as an ongoing discipline and expectation rather than as an episodic event? 𝘞𝘩𝘺 𝘪𝘴 𝘵𝘩𝘪𝘴 𝘪𝘮𝘱𝘰𝘳𝘵𝘢𝘯𝘵? This can help make leaders aware of cultural, resource, talent, and emotional readiness to go deep. 𝙌𝙪𝙚𝙨𝙩𝙞𝙤𝙣: What internal strength, if multiplied, would create the greatest potential for deep change in the organization? 𝘞𝘩𝘺 𝘪𝘴 𝘵𝘩𝘪𝘴 𝘪𝘮𝘱𝘰𝘳𝘵𝘢𝘯𝘵? Always look first to taking a strengths orientation to spot opportunity to create leverage in a planning process.

Strategy execution is a dynamic process where anything and everything can and will change. Change is expected, and when it happens, if countermeasures aren't considered or implemented, it causes issues. Rare is the strategy that remains the same throughout an operating year. Ironically, once underway, many organizations fail to adjust, modify, or refine any part of their strategy until it's too late. When organizations fail to respond, it adversely impacts their people. Typically, they follow suit with leadership holding firm, doing little or nothing to offset the disruption or triggering event. Given the choice to flee, freeze, or take flight, they freeze. Failing to change often means failing to change an individual's goals. This results in a team member's goal set being the same at the end of the year as it was at the beginning. Fortunately, no assessment of goals is ever required when your common purpose is to stay with the status quo. Organizations that are "built for change" regularly assess their managers against leadership, managerial, and business performance criteria, according to Lawler and Worley in their 2006 book "Built to Change." They believe "individual performance must be measured by more than annual results and every so often appraisal." It must be constant. Their reasoning is that "good results alone are not sufficient in understanding who your top performers are. Managers within an organization that are capable of leading change must uphold company values and have the ability to influence others positively". Influence others to change when necessary. Employing strategy execution requires discipline and a constant focus on improving the organization. All of this is done while effectively managing the day-to-day responsibilities of everyone on the team. Organizations that excel at execution have the ability to manage all their people on an individual level. They never stop thinking strategically. Once firmly entrenched as a discipline, execution becomes part of a strategic mindset that never leaves the team. Team members know and understand exactly what a dynamic process is, and they prepare themselves for change throughout the operating year. They expect change in near real-time. Is your team ready to modify, adjust, or pivot on your annual strategy? #ceos #leadership #strategicmindset #execution DM me if you would like to schedule a call and talk about the impact of dynamic change on your organization. It will be a difference-maker for you and your people.

It's time to bust another myth...did you know that.... "There is no such thing as strategic planning". There I said it. The cat is out of the bag. There's strategic thinking, and then there's planning (implementation)." The two cannot exist together. They are two separate disciplines, co-dependent but very different. Why is this distinction important to make? When one considers that the number one problem in the execution of strategy is "vague or inadequate strategic thinking" (Vanderbilt University - Owen Graduate School MGT, Joseph Ryan), it's easy to understand why so many organizations get strategy wrong or struggle with its implementation. Various factors cause unclear strategy or inadequate strategic thinking. Here are the most common: 1) Lack of clarity or alignment: Without a clear direction (think goals, vision, mission, and strategic objectives), it becomes challenging to develop a coherent and effective strategy. 2) Insufficient analysis and information: It becomes difficult to formulate a robust strategy without a thorough understanding of the internal and external factors influencing the organization. We're talking about inadequate research, analysis, or gathering of the right information. 3) Having a limited long-term perspective: Focusing only on short-term gains or immediate challenges leads to reactive rather than proactive strategies. 4) Lack of involvement and collaboration: Planning requires input from diverse perspectives from various individuals or groups to ensure a comprehensive approach. When we don't get the right people involved, our strategy suffers. 5) Organizational culture and leadership: This one is big! A culture that doesn't prioritize strategic thinking or value innovation and creativity can hinder the development of clear strategies. Similarly, ineffective leadership that doesn't encourage strategic thinking or fails to provide guidance and support equally contributes to unclear strategies. This isn't the end of the list, as organizations face other problems in creating strategies before attempting to execute them. However, it's important for organizations to address these causes and create an environment that allows for clear and effective strategic thinking. This must involve improving communication channels, promoting a culture of innovation, investing in research and analysis, involving all team members, and regularly reviewing and modifying strategies when business circumstances change or warrant doing something different. First, we must understand that what we may have thought we were doing was "strategic planning" when in reality, that doesn't exist. To win at strategy requires that we start with better strategic thinking. And that is real. #ceos #leadership #strategicthinking #execution For more leadership and strategy execution wisdom subscribe to my thoughts via the fastest 23 seconds on the web at https://lnkd.in/gKaqqhPC