Leadership and Impact
1. Making an impact is contingent on having a mission beyond serving customers, building employees and making money. What is the delineator/distinguishing areas of impact the company, employees, clients and network would connect?
2. Making an impact requires alignment. Do we have systems in place to make sure that behavior aligns with purpose and culture? How do we reward alignment? Do we have measurables to bring attention to purpose, accountability and culture? Where there is alignment there is impact. Whenever there isn’t alignment, frustration ensues.
3. Making an impact requires leadership to set the tone. If leadership is focused on managing and not leading, focus becomes clouded and impact will be stunted. Most leaders spend less than one day on long term strategy and most leadership teams spend less than one hour per month on strategy.
4. Making an impact requires the ability to make hard choices. Procrastination is natural and awareness and process to combat is essential to achieve a growing impact. Leadership must have specific actions that are communicated with those in the company, clients and network to move towards reaching those “impact goals”.
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