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Delegation as a part of your Succession Plan—Intentional Strategies for Longevity Succession—the daunting topic that no one wants to address. As executives, we work tirelessly to build a successful organization, but what happens when we are no longer there? What are the best ways to ensure a company will thrive long after we exit? A succession plan is integral, but equipping the individuals to realize that plan is the key. Incorporating delegation into your succession plan is a strategic move for ensuring longevity and sustained success within an organization. Delegating responsibilities isn’t just assigning tasks—it’s teaching, training, and empowering your team. This needs to be a deliberate process that involves identifying key talent for the long haul and preparing them for elevated roles in the future. Successful delegation requires clear communication of expectations, providing resources and support, and fostering a collaborative environment to grow talent. By empowering people with potential and increasing responsibilities, you can cultivate a pool of leaders ready to step into higher positions. Remember, this is a long game. It doesn’t need to happen over time. Intentional strategies for delegation also include ongoing mentorship, coaching, and skill development to ensure that potential successors are equipped with the necessary tools for success. This approach establishes a seamless transition of leadership, promoting stability and continuity. By strategically passing the baton to the right talent when the time comes, organizations can keep their foundation solid and ensure an innovative and stable future. Leadership Beyond Autocracy—Empowering Teams for Lasting Impact Being a good leader goes well beyond telling people what to do. It's about giving your team the power to make important decisions on their own. Some leaders, unfortunately, try to control everything, and that usually doesn't work well for very long. This is referred to as ether autocratic or authoritarian leadership. Instead, the best leaders make their teams feel trusted and empowered. They do this by letting team members make choices and by creating a positive environment where ideas, creativity, and innovation flows, regardless of industry dynamics. Good leaders make sure everyone understands the plan and goals. This helps the team make decisions that fit with what the leader aspires to achieve. It's like giving a roadmap for making choices. Unlike leaders who try to control everything (micromanagers if you will), those who empower their teams make things smoother, especially when it's time for someone new to take charge. If it’s only about you and how you would do things, then you and the organization don’t benefit from the collective whole! Remember the saying, "If you want to go quickly, go alone; if you want to go far, go together." . . . . #delegation #succession #leadership #leadershipstrategies #leadershiptips #leadinglikeaPRO

DECISION MAKING WITH A NEW TWIST Be our guest at a PRO, BIZ Accelerator for Small Business Leaders. Join us at a Zoom Roundtable discussion of Decision Making with a New Twist and thoughts from Gary Klein’s book Source of Power---How People Make Decisions. Malcom Gladwell stated, “Sources of Power opened my eyes to an entirely new way of looking at the world.” This meeting will be facilitated by Ray Silverstein, Founder and President of PRO, President’s Resource Organization. Business Leaders need to be aware of the RPD (Recognition-Primed Decisions) model of decision making. Join others to learn how people focusing on prior experience make tough decisions under the pressures of uncertainty and time-sensitivity - with outstanding results. All registrants receive a Free book summary. Register by Clicking the Link below to attend the Zoom Round Table discussion on Thursday, April 11 at 1:00 pm, CDT. Click the Link >>> https://lnkd.in/eq5SeB5g This is not a webinar. It is a Roundtable discussion led by an experienced facilitator. Make Your Decision because Seats are limited. Your decision to attend has no downside! The thing you have to lose by not attending is the Wisdom you will gain from this event. PRO, President’s mission is to help small business leaders “Get Where They Want to Get”! This is accomplished by creating and facilitating Business Leader Peer Advisory Boards and Small Business Round Tables to cultivate unique thoughts and also solutions for business issues. Business leaders, today, must be aware of the impact and concepts of change in order to survive, succeed, and thrive. Being Alone at the Top is Difficult! PRO, Peer Boards provide solutions. All of US are Smarter than One of Us. Ray Silverstein Cultivating Business Success PRO, President’s Resource Org. Business Owner Peer boards ray@peeradvisoryboard.com www.peeradvisoryboard.com Call/Text 312 593-5133 Author: Best Secrets of Great Small Businesses & The Small Business Survival Guide Ray Silverstein, President and Founder, PRO, President’s Resource Organization: Ray, an entrepreneur, author and speaker, facilitates in-person and virtual peer advisory boards for small business owners. A former CEO twice over, he is respected for his ability to communicate meaningful, practical business concepts and is instrumental in creating breakthrough moments for executives wrestling with organizational issues. He is experienced in Merger & Acquisitions, has bought and sold personal companies, and has been a member of the Board of Directors of Commercial Bank for over 25 years.

G2s: Why the Second Generation Can Make or Break A Family Business. Second-generation leaders typically refer to individuals who assume leadership positions after the founding or pioneering generation. They often face unique challenges, such as: 1. Establishing their own identity and vision. 2. Building on the foundation laid by the first generation. 3. Managing change and innovation. 4. Maintaining legacy and tradition. Some notable second-generation leaders include: 1. Business: Bill Ford Jr. (Ford Motor Company), Mark Zuckerberg (Facebook) 2. Politics: George W. Bush (USA), Benazir Bhutto (Pakistan) 3. Civil Rights: Martin Luther King III (USA) Characteristics of effective second-generation leaders: 1. Strong communication skills. 2. Strategic thinking. 3. Emotional intelligence. 4. Adaptability. 5. Visionary. Challenges faced by second-generation leaders: 1. Living up to expectations. 2. Managing family dynamics. 3. Navigating organizational culture. 4. Building trust. 5. Innovating and improving. Helping second-generation leaders fulfill their purpose requires a thoughtful approach: *Pre-Succession Phase:* 1. Develop a clear succession plan. 2. Provide outside education and training. 3. Encourage external work experience. 4. Mentorship programs. 5. Family business retreats. *Transition Phase:* 1. Gradual responsibility transfer. 2. Open communication. 3. Define roles and expectations. 4. Establish governance structures. 5. Celebrate milestones. *Post-Succession Phase:* 1. Regular feedback and evaluation. 2. Strategic planning. 3. Innovation encouragement. 4. Talent development. 5. Family legacy reinforcement. *Personal Development:* 1. Identify strengths and passions. 2. Set personal and professional goals. 3. Develop emotional intelligence. 4. Build a support network. 5. Wellness and self-care. *Family Dynamics:* 1. Family constitution development. 2. Conflict resolution processes. 3. Regular family meetings. 4. Define family roles and expectations. 5. Encourage open communication. *Organizational Support:* 1. Establish an advisory board. 2. Hire external expertise. 3. Develop a diverse workforce. 4. Foster innovation and R&D. 5. Performance metrics and accountability. *Mentorship and Coaching:* 1. External mentors. 2. Leadership coaching. 3. Peer networking. 4. Industry conferences. 5. Personalized development plans. *Success Metrics:* 1. Business performance. 2. Family harmony. 3. Leadership development. 4. Innovation and growth. 5. Legacy preservation. Notable resources: 1. Family Business Network (FBN) 2. National Family Business Council (NFBC) 3. Harvard Business Review (HBR) Family Business articles 4. Family Business Magazine 5. The Family Business Consulting Group

Board Room Basics! In business there are many challenges that conspire to get in the way of opportunity and growth: - markets change under our feet - competitors bump into us from all angles - costs of raw materials fluctuate - systems and processes age and need upgraded - staff need training and development - regulation is ever-changing In short: creating, taking and holding onto opportunities is tough! When we seek to take on the many challenges, we typically respond by looking at the issues around us, rather than looking up, or more specifically, we don’t look often enough at how our organisation is directed. Perhaps the board room is where we need to make the necessary improvements to drive our organisation forward? This is not a critique of directors; rather, it emphasises the importance of optimising board functionality for enhanced organisational performance. Like any other areas of business, board effectiveness is a moving target; the board will change over time, demands will shift, vision and strategies will be reset. Just as any other variable changes, so does board performance and there isn’t a single board in the country that has it perfect and can relax. Here are a few of the common board room basic problems that can have a seriously detrimental impact on any organisation’s performance: - The Directors at the table don’t fully understand their role. - The Board is not led effectively. - The Board is spending its time on the wrong things. - The Board is not clear on the company’s direction of travel. These challenges (and there’s more!) are linked; oftentimes one can create and perpetuate the others and unfortunately, the result of any combination of these issues can cause serious problems for the organisation. Anything from full-blown commercial disaster through to board meetings descending into monthly management meetings. Maintaining effective board performance is a very… very difficult challenge for any company to tackle, and that it’s never “licked”. Being a chairperson, non-exec or executive director is tough, complex and it requires a completely different mindset from regular business execution. But then again, few of the organisational challenges we face are ever simple and when we get them sorted, they rarely stay fixed for long. When we have the proactive desire for our organisation to be better tomorrow than it was today, we should not forget to look at the effectiveness of our board of directors. #Strategy #LeadershipDevelopment #Mentoring ________________________________________________________________________________________ At Linkubator, we help you drive success through strategic planning, leadership development and performance optimisation.

🌟 Mastering Chaos: Steering Your Business Using David Marquet's Intent Based Leadership 🌟 Ever felt like your role as a business owner is akin to a large fire truck spinning in a 360-degree turn on an icy road? Leading a team through challenging times can indeed be tumultuous. Using David Marquet's Intent Based Leadership can be like a compass for steering through the chaos and regaining control. Navigating the Paradigm Shift Intent Based Leadership, a framework developed by Marquet, reshapes traditional approaches to leadership. You cultivate a culture where every team member thinks and acts like a leader, fostering autonomy and decision-making across all levels. Setting a Unified Course When using Intent Based Leadership, you share the overarching goals and objectives of the business with crystal clarity. Shared intent becomes the guiding star, aligning team members toward a common purpose and providing stability in the face of uncertainty. Developing Competence Provide your team with ways to develop the skills and knowledge they need to excel in their roles. A competent team handles unexpected challenges with confidence, prevents the out of control spin, and ensures each member contributes to success. Decentralized Decision-Making Distribute decision-making authority across the organization. Don't micromanage. Instead, grant your team members the autonomy to make decisions aligned with the shared intent. This eases the burden on you and fosters a sense of ownership and responsibility among the team. Cultivating Leadership Dialogue Nurture a language of leadership where every team member is encouraged to voice their thoughts, concerns, and ideas. Open and honest communication ensures that everyone is on the same page, preventing misunderstandings and facilitating effective problem-solving. Commitment to Continuous Learning Foster a culture of continuous learning and improvement. Adaptability is key in steering through unexpected challenges, and a learning organization is better equipped to adjust course, preventing crises from spiraling out of control. The Impact of Intent Based Leadership * Elevated Team Morale: Empowered team members are more engaged, motivated, and invested in the success of the organization. * Enhanced Agility: Decentralized decision-making increases the organization's ability to adapt swiftly to changing circumstances, navigating challenges with agility and purpose. * Leadership Pipeline: Developing leadership skills at every level creates a pipeline for future leaders, ensuring sustainable growth and success. **Conclusion:** In the turbulent landscape of business, Intent Based Leadership provides a roadmap for regaining control. Develop your team, foster shared intent, and watch as your organization navigates challenges with agility and purpose. Have you explored Intent Based Leadership in your organization? Share your insights below! 🌈 #IntentBasedLeadership #BusinessStrategy #TeamEmpowerment 🚀💼

Organizations Focused Solely on Basic Needs Miss Out on Market Leadership Ensuring your team has their fundamental requirements met is super important, it’s only part of the equation. But sticking to the basics can hold your organization back. Organizations that concentrate only on basic needs tend to be inward-looking. They spend all their energy maintaining the status quo, ensuring everyone has what they need to function but not necessarily thrive. This internal focus can lead to a myopic view of the business landscape. When you're too busy making sure the machinery runs smoothly, you might miss the opportunities and threats on the horizon. Organizations that are market leaders constantly scan the external environment, seeking new trends, technologies, and consumer preferences to stay ahead. A strong focus on just getting by day-to-day can make an organization rigid. Policies and processes become set in stone, leaving little room for flexibility. In such environments, employees might hesitate to suggest new ideas or challenge the status quo because the organizational culture subtly (or not so subtly) discourages deviation from established norms. Innovation is central to environments where experimentation is encouraged, and failure is seen as a learning opportunity (fail forward!). Market leaders foster a culture of creativity and agility, where employees are empowered to think outside the box and take calculated risks. Meeting basic needs is like building a foundation for a house. It's necessary, but no one would want to live in just the foundation. For a business, this foundation includes things like fair wages, a safe work environment, and necessary tools for the job. Important? Absolutely. Sufficient for growth? Not at all. To grow, organizations need to inspire their teams, invest in professional development, and cultivate a shared vision that goes beyond day-to-day tasks. This involves creating a culture of continuous improvement, recognizing and rewarding innovation, and maintaining a pulse on industry advancements. The trick is balance. Meet the basic needs – they’re fundamental for stability. But don’t stop there. Encourage your team to look outward and forward. Create an environment where innovation is not just welcomed but expected. If you are feeling stuck, this could very well be the marker! Leaders should act as facilitators of change, guiding their organizations toward a vision that inspires and motivates everyone to strive for more. Is your organization merely meeting basic needs, or are you poised to lead the market by fostering a culture of innovation and growth? Remember, the path to market leadership requires looking beyond the basics and embracing a vision of continuous advancement. Let's connect! www.realzie-success.com #Leadership #Success #RealizeSuccess

I just booked a new client via LinkedIn to kick off their strategic plan in January ‘25. This client is deadset on growing 🚀 in 2025. In talking with this person and other prospective clients, I’ve noticed a trend of 5 common fears of strategic planning. Strategic planning is a big decision! On my calls, I’ve noticed the leaders who are most committed to growing in 2025 are the ones most focused now on shifting their mindsets on these fears. They know they can’t grow in 2025 by doing the same thing they did in 2024. So they are using the last few months of this year to set themselves up for a strong start next year. Let me know in the comments below ⬇️  if you have shifted your mindset on any of these strategic planning fears, or if you’d add anything to this list. __________ Here are the shifts they make: SHIFT 1 ❌  We don’t have time  ⚡️ We make the time It’s easy to get swamped with daily demands. Strategic planning can feel like a luxury. Constant crises make long-term thinking seem like a fantasy. Great leaders carve out time for the non-urgent, but important work. SHIFT 2 ❌ We don’t have the resources ⚡️ We prioritize our resources    Nonprofits can feel that there’s no budget, team or time to spare. Every dollar is for core activities. But great leaders know the money made from vision, alignment and funding as a result of strategy is worth it. It’s not an optional extra - it drives the organization forward. SHIFT 3 ❌ It’s easier without conflict ⚡️ Healthy conflict drives us forward Courageous leadership creates space for disagreement, feedback, and even healthy conflict.. The temptation is thinking it’s better to just avoid. Great leaders know these constructive conversations can be managed well with expectations, buy-in, and thoughtful processes. The outcome from genuine discussion is greater than a ‘handed down’ plan. SHIFT 4 ❌ I don’t know how to do it ⚡️ We’ll get the help we need to do it well. Not knowing can be paralyzing. Most nonprofit leaders grew into the role without being trained. Low ego is your superpower! Great leaders ask for help because they are committed to outcomes, not being the one to provide all the answers. SHIFT 5 ❌ It won’t lead to action ⚡ This will be our foundation for action Great leaders identify how they need to change in order to make it real, and drive meaningful change as a consistent, lived strategy. None of these are rocket science, but they are all fundamental The most successful nonprofits tackle these fears head-on. They carve out time, allocate budget, gather data, and rally their teams to make tough calls. TLDR Great leaders value strategic planning. They: 1. Make the time  2. Prioritize resources  3. Embrace healthy conflict  4. Get help where needed  5. Make it the foundation of action Maybe you identify with some or all of these. Have shifted your mindset on any of these strategic planning fear? Or would you’d add anything to this list? Let me know below.

Overcoming the Five Dysfunctions of a Team What are the common dysfunctions that hinder team performance? How can leaders address and overcome these dysfunctions? What strategies can you implement to build a cohesive and effective team? Last week's time in nature provided me with some great active recovery, and I am excited to share some thoughts on building stronger teams using Patrick Lencioni’s Five Dysfunctions of a Team framework. Let’s explore these dysfunctions and discuss strategies to foster a cohesive and high-performing team. 1. Absence of Trust 🤝🚫 Trust is the foundation of any successful team. Without trust, team members are unwilling to be vulnerable or open with one another, hindering collaboration and honest communication. 2. Fear of Conflict ⚔️🛑 Healthy conflict is essential for growth and innovation. However, many teams avoid conflict to maintain harmony, leading to artificial consensus and unresolved issues. 3. Lack of Commitment 📋❌ When team members are unclear about their roles or the team’s goals, commitment wanes. Without commitment, decisions are rarely executed effectively. 4. Avoidance of Accountability 🏋️♂️🛑 Without accountability, team members fail to hold one another accountable for their actions and performance, leading to mediocrity and missed deadlines. 5. Inattention to Results 🎯👀 When team members prioritize their individual goals over the team’s collective results, overall performance suffers. Implementing the Five Dysfunctions Framework 🛠️🌟 1. Team Assessments: Conduct regular assessments to identify and address the five dysfunctions within your team. Use tools like anonymous surveys and feedback sessions to gather insights. 2. Leadership Commitment: Ensure that leaders are committed to addressing these dysfunctions and are modeling the desired behaviors. Leadership buy-in is crucial for successful implementation. 3. Continuous Improvement: Foster a culture of continuous improvement where the team regularly reflects on their performance and makes necessary adjustments. Encourage learning and growth as part of the team’s DNA. Building a High-Performing Team 🌟 Reflecting on the lessons from Lencioni’s Five Dysfunctions of a Team, it’s clear that building a high-performing team requires ongoing effort and commitment. By addressing these dysfunctions and implementing effective strategies, we can create cohesive, resilient, and successful teams. Embrace the journey of overcoming dysfunctions and watch your team thrive. 🌟 Thank you Patrick Lencioni for your insights and vision. Wellfleet Enterprises Inc. Ben Levitan Eric Crews Brendan Leonard Michael Fabbiano EO Boston #leadership #entrepreneurship #startup Kathleen Gammon Tom Healy Brandee Justus Howard Genser Philip Magnuszewski Jeff Wilhelm Michael DiMella Gregory Rush Julianne Webster Abbey Webster Sarah Webster Derek Mohamed, CPWA®, CEPA®, AAMS®, CRPC® MISHKA RANA Lilly Mullen

#Aloha Innovators & Entrepreneurs, It’s Ha’akoa (Warrior) Wednesday. What’s your #ManaAlgorithm? #2024Kuleana 1st Quarter mo’olelo, I’ll share the importance of sequencing your OC6 team to paddle together for each growth cycle phase 💚💙💛♥️ and requirement-driven transition 📝👩🏽💻📊 Let’s kick it off with how Pacific Island OC6 Teams have been practicing Shared Leadership for more than 9K+ years. Inspired by colleagues during kickoff 6 TEAM CONDITIONS #2024NewYear meeting. We were given 3 talking points to explore in our Zoom Breakout Room. 1. What is shaping organization life and leadership? Intelligent Automation as a teammate. 2. What patterns of challenges are teams grappling with from 2023? Loneliness: burnout, anxiety, self-doubt, sleep problems, etc 3. What are your aspirations as Team Coaches? Designing, Developing & Coaching unconventional OC6 Teams OC6 Team Labs: Shared Leadership Unlock the full potential of your team with shared leadership – a dynamic, interactive influence process among individuals united in achieving common goals. Conger and Pearce (2003) define it as a collaborative phenomenon, involving lateral, hierarchical, and peer influence. Embrace shared leadership's relational and collaborative aspects, allowing teams to mutually influence and collectively share duties, transcending traditional leadership structures. Explore the multifaceted components shaping shared leadership. Carson et al. (2007) highlight the significance of shared purpose, social support, and voice within the team environment. Wood's (2005) study reveals four dimensions: joint task completion, mutual skill development, decentralized interaction, and emotional support. Jackson (2000) emphasizes accountability, partnership, equity, and ownership as vital constructs. Distinguish shared leadership from traditional vertical leadership through indicators identified by Walker et al. (2008), such as resolving differences, distributing work effectively, sharing information, promoting teamwork, and collectively identifying opportunities for improvement. Chen et al. (2007) stress the importance of autonomy, responsibility delegation, and team involvement in decision-making for empowering team leadership. Make your team more effective by embracing McIntyre's (1999) principles – strategic goals, extensive networks, collaborative relationships, effective information processing, and focused action. Shared leadership isn't just a concept; it's a transformative approach to leadership that empowers every team member. Elevate your team's success with shared leadership today. Why Shared Leadership? #VaMana, Kahuna Loeka W. Source: https://lnkd.in/gppabUnS; https://lnkd.in/gv_GPb9X; https://lnkd.in/gmp_-2hK #BeAlohaĀina #ImprovesQualityOfLife #PromotesBelonging

The Imperative Trio: Consciousness, Change, and Leadership In today's fast-paced world, where technological advancements and societal shifts occur at unprecedented rates, the role of leadership in navigating change is more critical than ever. However, the traditional view of leadership as merely steering the ship through turbulent waters is evolving. Now, there's a growing recognition of the importance of conscious leadership – leadership that is deeply aware, intentional, and aligned with values and purpose. Conscious leadership is rooted in mindfulness, self-awareness, and a genuine understanding of one's impact on others and the world. It involves leading with empathy, compassion, and a commitment to personal and collective growth. This type of leadership isn't just about achieving goals; it's about fostering positive change and creating sustainable impact. One of the key areas where conscious leadership shines is in driving change within organizations. Change is inevitable in any dynamic environment, but it can also be met with resistance, fear, and uncertainty. Conscious leaders understand the importance of addressing these emotions and engaging their teams with transparency, authenticity, and empathy. They recognize that change isn't just about implementing new processes or technologies; it's about inspiring people to embrace new ways of thinking and working. By fostering a culture of trust, openness, and psychological safety, conscious leaders create an environment where individuals feel empowered to innovate, take risks, and adapt to change. Moreover, conscious leadership emphasizes the importance of purpose-driven change – change that is aligned with the organization's values and vision. Leaders who operate from a place of consciousness understand that meaningful change isn't just about increasing profits or market share; it's about making a positive difference in the lives of employees, customers, and communities. In this context, the concept of conscious change leadership emerges as a powerful force for transformation. Conscious change leadership involves guiding organizations through change with integrity, authenticity, and a deep understanding of human dynamics. It requires leaders to actively listen to diverse perspectives, communicate with clarity and empathy, and empower others to be agents of change. Furthermore, conscious change leadership acknowledges the interconnectedness of all stakeholders and the need for collaborative, inclusive decision-making. It recognizes that sustainable change isn't achieved through top-down directives but through shared ownership and co-creation. the convergence of consciousness, change, and leadership represents a paradigm shift in how we approach organizational transformation. By embracing conscious leadership and integrating it into change initiatives, organizations can not only navigate change more effectively but also foster a culture of innovation, resilience, and purpose.