Successful leaders engage their colleagues, professional relationships and networks to drive innovation, growth, and extraordinary careers. Although engagement is a measure of an organization’s capacity to deliver and a leading indicator of financial performance, most companies ignore it or make it the job of the digital marketers. Certainly digital presents new, more effective ways to engage consumers and build brands. The engagement revolution, however, has much broader opportunities for business – accelerating decision-making, changing the dynamics of relationships, reinventing capabilities, and increasing profits.  Continue reading…

Managers in the middle are a critical, but unreliable link between business strategy and strong results. They are the “working leaders,” the vital glue that holds the organization together and makes it hum. These managers are capable of driving change at the front line, where it counts. Senior leaders need to engage them and give them the accountability they need to excel. Middle managers are capable of doing more.

A manager in a professional services firm compressed a bureaucratic process by 16 months. He explained his approach this way:

“While it usually takes 18 months to get the necessary reviews and approvals on a large, highly visible project, I knew we had only 8 weeks. I persuaded my colleagues to re-set their priorities because the firm’s reputation was on the line. We met the new schedule and everyone owned the outcome. It was quite remarkable.” Continue reading…