Three times in one week, CEOs reached out to discuss getting help with one of two issues: succession and/or team performance to prepare for 2023 and beyond.
Why the focus on the longer range strategic when there’s still so much volatility in the present?
My hunch: These leaders have acclimated to the churn and temperature of the waters in which they’ve found themselves for the last 2+ years and are no longer reacting to the shock but are, instead, swimming.
In other words they’re leading.
They’re not thinking in “post-pandemic” terms.
They’ve long ago focused on a new horizon, looking at the core strategic issues that will always have greatest business impact:
- Who will ascend to run the organization and are they prepared to do so?
- Are teams able to execute with precision and cohesion and deliver on key initiatives?
- Is talent drawn to the organization and is it being leveraged to create competitive advantage in the marketplace? Is it being retained?
- Are there substantial amounts of organizational resilience and inspiration to carry everyone and spur innovation, even when the waters are rough?
- Is there growth and development of senior leaders in the organization – the “fulcrums” — who, with their success, will life many others?
For more on preparing your organization for success in 2023, drop me a note: firstname.lastname@example.org
As these CEOs can attest, there is no time like the present to engineer the success of your future.