Read the following analogies and think about which of these is most reflective of your organization:
- My organization is like two locomotives pulling in opposite directions.
- We can’t get things done because we seem to be working at cross-purposes.
- My organization is like a locomotive trying to pull a thousand rail cars.
- It’s difficult to mobilize to get things done and when we do, we move at a snail’s pace.
- My organization is like a string of rail cars without a locomotive.
We don’t seem to have a strong direction of what we’re doing and just drift along the tracks.
- My organization is like a locomotive that has run off the tracks. We don’t have direction, but at least we’re moving fast and going somewhere.
- My organization is like a locomotive with no conductor. We’re moving down the tracks, but no one appears to be in control.
- My organization is like a locomotive running smoothly down the tracks.
- We know where we’re going, how we’re going to get there, and who is driving the train.
If you’re like most organizational leaders, you probably feel that your life as a leader falls in one of the first five analogies. When an organization moves too slowly, too recklessly, or not at all, leading a team to results quite frankly just becomes much harder than it needs to be. When an organization is like the sixth analogy, though, driving a team to results becomes much easier because you as a leader don’t have to deal with directional disruptions. Your focus is on moving down the tracks to reach your destination as quickly as possible, rather than direction changes, organizational sluggishness, or derailments.
This seminar focuses on five key attributes to getting your organization on track, keeping things moving forward, and thoughtfully changing direction when environmental needs dictate. I focus specifically on two key aspects of staying on track; direction setting and problem solving. In my experience, I have seen organizations get off track most often due to problems with direction or issues with resolving problems.