Quy Langridge-Tien ?的动态

Sunday thought Not every insight is an answer. Sometimes, an insight is presented as a question, the answer to which points the way to resolving a critical issue. Every insight doesn't have to resolve some Great Riddle of the Universe (or the Great Riddle of your business). If that's the burden you're placing on insight, you're entirely missing the point. Moreover, if you're resisting the power of hard questions (which are great insights' preferred mask), you've entirely lost the plot of the Book of Leading. Bonus thought If, as a leader, you have created an environment wherein folks with insightful ideas have to put them in a spoonful of sugar "to make the medicine go down", per Mary Poppins, you might want to interrogate that setup. But that's a leadership issue for another day. First, let's unburden insight and then we can talk about the other stuff.

Today, I went to one of my dream places for development and training. ??? Thank you, David Bach, president at IMD for a great conversation! Time went by too fast, but we had the chance to discuss some of the most important future trends that will impact our businesses, whether we want it or not, as well as the most important skill (if only pick just one) for leaders ahead: "ambidexterity" (meaning the ability to apply multiple approaches to strategy, either concurrently or successively... as an organisation, both perform and transform at the same time). We also had the chance to discuss the challenges and opportunities in driving change with purpose and the importance of being able to navigate the geopolitical environment as a CEO and leader. I look forward to continuing our conversations and exchanging further insights for increased impact together! For inspiration, I find this article by David very inspiring and thoughtful: https://lnkd.in/d5j8uQ5v Mitt Liv AB (svb) Mitt Liv (Switzerland) AG

Adaptability. Strategic precision. Foresight. As we step into the Year of the Snake, these aren’t just traits; they’re survival skills for leaders looking to navigate a rapidly shifting business landscape. The energy of the Snake teaches us to be agile and strategic. From companies like Tesla and Netflix to partnerships like Google and Samsung, the wisdom of the Snake is reflected in the strategies that define modern success. I’ve just released a YouTube video breaking down key strategies for 2025, the industries set for growth, and how leaders can unlock the potential of this transformative year. ?? Watch it here: https://lnkd.in/dkM4QNX5 Whether it’s leveraging flexibility, embracing innovation, or forging the right partnerships, this year is all about moving forward with intention. Are you ready to lead with Snake-like precision in 2025?

Drawing an analogy to a soccer coach balancing offence and defence, this article argues that leaders must encourage innovation, risk-taking, and experimentation while also preserving key aspects of their responsibilities. It outlines four steps leaders can take to foster this dual mindset and drive growth within their organisations. Step 1: Communicate clear expectations to all leaders Step 2: Craft focused priorities Step 3: Ask critical questions and define the criteria Step 4: Evaluate and repeat Ask any leader what comes to mind when they hear the word “innovation” and you’ll quickly hear examples of a new, user-centric product design, or an R&D team pursuing a new mission, or their company’s exploration of a new market opportunity to drive additional revenue. But what if this relatively narrow view captures only a slice of the potential innovation that resides within your organization? What if your organization could unlock non-traditional avenues and areas for innovation, experimentation, and value creation? Harvard Business Review by David Hofmann and?John Sumanth https://lnkd.in/gpeTw9PW

Leaders, take note! In today's rapidly evolving business landscape, leadership can make or break a company. These mindsets can erode employee morale, stifle innovation, and ultimately lead to business failure: 1?? Arrogance: Success doesn't guarantee future performance. Question your assumptions. 2?? Neglecting the numbers: Monitor daily orders, backlog, and margins closely. 3?? Poor money management: Too many leaders act like they are playing monopoly, spending carelessly. 4?? Underestimating competition: Someone is always planning to disrupt the market. 5?? Ignoring potential crises: Prepare for the unexpected, including economic downturns. Dive deeper into the details with L&M Tool: https://bit.ly/3LtZEin

What distinguishes great companies from good ones? How can leaders build companies that endure decades? I’ve recently started exploring these foundational concepts from Jim Collins’ work, which have been beautifully assembled with engaging graphics on his website. What strikes me so far is the synthesis of multiple valuable concepts (the hedgehog ??, level 5 leadership ??, first who then what ??) into a map of useful tools and practices. So far, my favorite is the hedgehog, which is a concept that describes an intersection between what we’re passionate about, what we can be best at, and what drives our economic engine. (Also, because hedgehogs are adorable ????). Collins’ work describes transformations being driven by consistently aligning your decisions with your hedgehog concept. I highly recommend checking out the link below and exploring this interactive map of concepts! Which concept resonates with you? https://lnkd.in/eTNGnH4X

There’s a difference between mimicking and modeling. The former seeks short cuts by copying motions. The latter seeks impact by personalizing principles. People are social beings so they naturally look to others for action input. Poor leaders use this for personal gain by encouraging rote mimicking. Great leaders harness this for group gain by inspiring thoughtful modeling. How to tell them apart? One looks and feels like the focus is on being “interesting to” others and consumes much of the goodwill in an exchange. The other looks and feels like the focus is on being “interested in” others and distributes the goodwill in an exchange to all involved. Find and be great models.

As we prepare to welcome a new year, it’s natural to focus on fresh goals and aspirations. But often, the most significant breakthroughs don’t come from adding more to our plates—they come from shedding what no longer serves us. What Leaders Need to Shed in 2025?highlights the powerful opportunity to let go of habits, beliefs, and practices that may be holding us back. Shedding isn’t about loss; it’s about creating space for alignment, clarity, and growth. Read the full blog here ?? https://lnkd.in/eS7tccdh

We don't realize the power of strategic consciousness. Elevated awareness can transform decisions. Organizations with it see remarkable results. These key areas show the benefits: Decision Quality - ? Better awareness leads to more informed choices. Implementation Success - ? Conscious strategies increase success rates. Team Alignment - ? Unified teams work towards common goals. Conscious Leadership with AI - ? Leaders using AI for decisions see clear improvements. Real-World Examples - ? Companies integrating consciousness report higher performance. By focusing on strategic consciousness - We are not just improving decisions, We are driving organisations to new heights.

Part 2. How much input is enough input for a change initiative? Because all change initiatives are not created equal, the key to successful decision participation is finding the right level. After answering the questions from part 1, you'll have a better sense of how much input and involvement will be necessary to bring people along and ensure confidence. A Contingency Model provides a range of options for the decision process, starting from the lowest and ending with the highest level of decision involvement: 1?? No input: A decision is made and communicated to participants. Review and comment: Decision-makers propose a solution and approach and offer an opportunity for feedback and comments. 2?? Meaningful input: Decision-makers gather input and use it as one source of information to shape their decision. 3?? Collaborative recommendations: Stakeholders work together to propose a course of action. Their opinions carry significant weight, but the leader makes the final decision 4?? Collaborative decisions: Stakeholders work together to decide how they would like to proceed; leaders support and enable the decisions they make. Have you had success using this model? We'd love to hear about it.??