There’s a lot of hidden talent in an organization. Engage representation from all relevant facets to show the value they bring, but always keep your strategic direction and your customer needs as primary compasses. Get to know what makes your team members “tick” - that motivation will guide how you approach each person differently.īe willing to have those “difficult” conversations to break down silos and align to the priorities of your customer needs. Know what makes team members tick and tailor motivation. In fact, some may become your strongest allies in the longer run, once they’ve come out of the change curve.Ĩ. As a leader, you need to mobilize the positive energy, bring clarity to drive change forward, but also address ambiguity or resistance. In any given team, some thrive in change, others need more time and dialogue before they embrace it. Lead accordingly so everyone contributes. Recognize that some thrive in change, and some don’t. The sense of mission can create an amazing forward-moving energyħ. Rallying around a goal, with a team effort in place, can sustain that “mission” mentality going forward. Taking on a mission translates to people feeling like they are making a difference. ![]() People hold tough work as a burden or a mission. This is one that particularly resonates with me. Position tough work as a mission, not a burden. Really understand the culture and how people like to get things done, so you can adapt your approach and be more effective moving forward.Ħ. That’s the famous “two ears and one mouth, use in that proportion”! Listen first. As a leader, you feel like you have to be strong, but those moments of vulnerability can add huge credibility. Tough one, right? But if it’s important, and it certainly is, calendar it! Be disciplined about making time to strategize and brainstorm with your peers. Take the time to develop yourself, to learn, think, reflect and on what is working and not working. Give yourself time to think about transformation. Be intentional about your relationship goals.ģ. We have to constantly be asking for feedback and giving feedback. It’s impossible to be aligned without healthy strong relationships, and it starts from a place of trust. Build strong relationships and have the tough conversations. But we are a people business: The energy and confidence you bring will have a huge impact.Ģ. Sure, it can be exhausting, and some days are tougher than others. ![]() Here are my picks, some of the standouts from the panel:Īs a leader, you need to be relentless in driving alignment, accountability, advocacy, and advancing talent and culture. The advice of my peers resonated with me so much, that I wanted to share those insight with leaders across our customers, partners and beyond, as they navigate their own digital transformation and change management. Recently, I had the great pleasure of hosting a panel with fellow HPE leaders to share experiences, and converse on how we take our collective skills and talent, break down silos and accelerate our journey. From our strategy to operating model, culture, and brand – we’ve been architects, resetting the way. Since HPE declared our vision to be the edge-to-cloud company, we’ve made significant progress in our transformation.
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