by Patrick Thean and the Rhythm Team
Often when a business leader engages a coach, he or she does so without a clear understanding of the differences between coaching and consulting. In many cases, consulting habits and practices may be expected as a result of this "misunderstanding" which may lead to client dissatisfaction.
In his latest book, marketing guru and author Jim Stengel speaks to the relationship of high ideals and maximum growth, noting that the two are inseparable.
The key learnings from Brian's work are twofold:
Blog written by Kristi Burns, Rhythm Coach
Have you reached a point in your business where your growth, while certainly exciting, has left you feeling buried under a mountain of ever-increasing demands on your time and resources?
Are the changes required to manage your growth coming faster than you feel yourself and/or your team can adapt to?
Brand Promise is a tricky little strategy item that can be a bit elusive in trying to nail down and articulate. Though the idea of a Brand Promise seems simple enough, there are a lot of variables that must be considered when designing, developing and marketing a Brand Promise.
Quarterly Planning sessions are meant to define key initiatives that will be focused on over the next 90 days in support of your company's BHAG (Big Hairy Audacious Goal; your 10-25 year objective).
High performance teams are critical to success in today's fast-paced and ever-changing business environment. In order to remain competitive, it is imperative that organization's build high performance capacity. Some common characteristics of high performing teams include:
Verne Harish notes in his book Mastering the Rockefeller Habits that the difference between organizational vision and organizational alignment as drivers toward success is a whopping 99%. He demonstrates that vision = 1%, while alignment = 99%.
Most often, when we think of an organization’s reason for being, we often first think of making money. While it is true that the goal of any business is to make money, there is a much deeper fundamental reason for its creation, a core purpose. This is the “heart” of the organization - the reason for existence. Core purpose motivates the head and speaks to the heart - it allows people to make a difference by rallying together to accomplish a goal they might not be able to achieve individually. And it sets the tone for a mediocre or stellar performance.
