First People,
Then Build Strategy for Execution
With growing organizations in today’s troubling downturn economy, opportunity continues to present itself for progressive thinkers to act. I believe that organizations across the United States of America have the resolve to remain on task for being some of the more progressive thinkers in the world. We have come through tough times in the last ten years and more are in front of us. I am proud that the Bison Group Corporation has been able to do its part in leading the passage.
Now, the time has come for us to embark on yet another successful journey together.
This is one that will reshape our professional development and personal prosperity
within our organizational cultures, communities, and private homes for generations to
follow. It comes down to three words; Many, Most, and Some: Many have wanted it;
most think they have it; and some will actually get it! This statement is referring to the
willingness to accept a state of transformational thinking for change in order for more
organizations to spread its wings and unlock its full potential for a successful end-state.
A healthy culture offers the fertilization for communities to grow and the people are the
drivers for positive change. We have to awaken our inner spirit to further ajar our
untapped potential. To do this, we must implementing additional resources and tools,
planning initiatives, organizational strategies, and execution tactics into our transition
plans unlike ever done in the past. This is a very bold move and it begins with
developing each member on the team.
An awesome strategy plan might be the first step in reshaping an organization, but
without focusing on the people responsible for making the decisions to execute, the
system will continue to behave using its old characteristics and traits that may lead to an
ultimate demise. The reason is due to leadership staffs over relying on the structural
changes such as reorganization to execute their strategy.
Though structural change is a critical ingredient for organizational execution, it produces
only short-term gains. Here’s a possibility when this occurs: Organization xyz reduces its
management layers to limit its financial burdens in a downturn market. It only results
significant cost savings in the short-term, but the layers will quickly find their way back in.
The discipline of LeaderShaping, our directional approach forward, integrated as an
essential tool, is critical for a successful strategic execution plan: The alignment of
people behind a strategy. Incentives do not in themselves create alignment, but redeveloping
the posture, purpose, and alignment of soft-skills across the organization by
establishing a culture of trust, commitment, and a fair strategy-formulation process, will
result staggering outcomes!
When people understand the process, is given a voice in establishing its growth paths,
and perceive a process as fair, they go beyond the call of duty and take initiative in
executing the strategy. Leadership everywhere must create a fair strategy-formulation
process by: 1) Involving the people in the strategic decisions that affect them, by asking
for their input. 2) Explaining why final strategic decisions are made. 3) Clearly stating the
expected behaviors, organizationally and personally, to develop the future picture. 4)
Explaining clearly, what is expected from each stakeholder and the implications to the
entire team should they fail in their responsibilities – this is to ensure that each person is
on the bus, in the right seat, and on the move together.
LeaderShaping is designed to help each person with answering several questionsfrom two different perspectives.
The People: How do you respond to problems and challenges? How do you influence others to your point of view? How do you respond to the pace of the environment? How do you respond to rules and procedures set by others?
The Organization: Where does the organization want to be in the future? What will the organization apply its resources against to achieve the Future Picture? How will the organization apply those resources? When and under what conditions will the organization exit from their current strategic plan?
Beyond asking the necessary questions from the People and Organizations perspective,
it is equally crucial that you ask how these perspectives will coincide and collaborate for
the benefit of all parties. How do you build the people within your organization while
maintaining standards and achieving the goals of the organization? How do you
maximize efficiency without losing the effectiveness of processes and initiatives? When
these questions can be answered with cohesiveness and clarity from the leaders, the
people and organization, a strategy for execution can appropriately be constructed. This
is how we must drive the initiative of LeaderShaping to achieve our goals.
In closing, I am confident that we have the ability to lead in the right direction with this
process and wish you great success in your future endeavors while enjoying the fruits of
your labor when using it. Without our clients, we cannot continue to move into the future
with lessons learned. As significant resource in our development of this dynamic
process, you have become an incredible resource and magnetic force for others to
follow. Together, we will be linking our leadership to our legacy!
I am gracious in my sincerity and thanks to all of our clients in helping us to further
develop the research in the “Process of LeaderShaping.” We will remain committed to
making it a household name in the marketplace. With your continued support,
LeaderShaping will continue to reshape the defined meaning of establishing a great
posture, purpose, and vision for the Bison Group organization and for others. Our voices
will be heard long after our team has moved on for the next to take the lead – as will
yours. Let’s continue together and provide them a great start and a sound foundation by
continuing on within the legacy of Transformational Leadership and Positive
Organizational Behavior. The work has been long, but fruitful. The time is upon us to
plant more seeds to harvest into the future.
Respectfully,
Damian D. “Skipper” Pitts
Founder
The business world is quickly realizing potential leaders are a major asset. Taking that potential and developing it is highly desirable. The process of LeaderShaping is the stimulus to initiate and maintain the behavioral and emotional relationships necessary to develop leadership traits. With a dedicated perspective, participants are able to navigate through various steps to ensure they follow the right path for the greatest benefit. LeaderShaping transforms top leaders to be more effective in their communication, more impactful in their execution, and gain more retention in their following.
LeaderShaping helps you to consider Key Talent Management Processes that drive high levels of business impact:
#1 – Performance Management
• Coaching and development drive much greater value than appraisal
• Goal setting and goal-alignment drive high levels of impact
#2 – Competency Analyses
• Skills-based workforce planning and critical job analysis is imperative to succeed
• Competency management is a foundational process to make talent management work
#3 – Assessments & Recruiting
• Assessment metrics and recruiting are key strategies and replace decentralized recruiting
• Internal sourcing tools drive greater value than improvements in external sourcing
#4 – Learning & Development
• Alignment with talent gaps is biggest area of impact
• Tremendous growth in career development programs
