> quarterly set time to fully reassess priorities, development goals, & strategies given the latest context > candid conversations with board members, mentors, and trusted peers to identify blind spots > analyzing wins & lessons learned since the last update & reflecting on what spurred positive outcomes > review market trends, competitive forces, and economic indicators > solicit input from the team on frontline insights that may influence plans > re-evaluate core differentiators and growth vision IMO, a leadership plan is a living document; regularly revisiting it based on lessons, data & stakeholder insights will keep it actionable.

I think with all things considered, you should have to show leadership in the following ways: - Control your emotions. - Lower bureaucracy (lots of times the hierarchal way of doing things isn't necessarily always right). - Be humble. Expect that your shoes can be filled by somebody else at any time, and that life is unpredictable. You are here to inspire others and work on fulfilling a purpose. - Be purpose and initiative driven. Push others to follow an overarching vision and be passionate about their work. Passionate people follow passionate leaders. - Learn the art of negotiation. Mirror towards you audience, and make them feel like you resonate with how they feel. Understanding body language, concerns, etc. is critical.

A new manager, I had no training on how to be a leader, or what it took to gain cooperation and respect from my team. I did a lot of telling people what to do, micro-managing, correcting mistakes, and keeping my distance. They hated me! Fortunately, I had excellent managers who were great leaders. They were honest with me and cared enough to tell me how I came across and helped me learn by doing and supporting me in my new role. If what you are doing isn't working, be honest enough to ask why. Are you leading or parenting? Listen carefully with your guard down and resist the urge to be defensive. Observe leaders in your life that you admire. Do you reflect the best in them? Your team reflects your style. Time for a makeover?

Your all leadership team members must have own goals also. You can add these goals also in your assessment so that you can multiply the growth in their performance. You can also keep rewards on pay for performance. Give them more responsibilities with pay for performance idea.

I recommend first identifying a gap between what is and what can be. Step back one step and identify the future desired state. What do you want your organization to look like and be like? Based on that, what character, style, competency, motivations, etc. would you want most in those with the greatest influence in your organization? And then, identify how you'll measure progress in developing, searching for, and retaining your future leaders.

Once Goals are set, be agile to keep adjusting course on going towards those goals. Goal need to be derived with deep thinking based on factual information available and make it SMART one!

Adjusting goals is crucial in executive leadership, especially when circumstances shift. It's about striking a balance between ambition and realism. For instance, if a goal seems unattainable due to unforeseen market changes, it's practical to recalibrate it to something more achievable without losing sight of the long-term vision. Conversely, if your team is exceeding expectations, it might be time to set more challenging objectives. This iterative process ensures that your leadership plan remains dynamic and responsive to both internal and external changes, aligning your team's efforts with the evolving landscape of your industry and organization.

Your executive leadership plan shouldn't be rigid. Were your original goals over-ambitious? Have external circumstances changed, rendering some objectives less relevant? As a leader, it's your responsibility to be bravely self-critical and adjust course if necessary. Don't cling to goals simply out of sunk-cost bias. Tip: Sometimes the hardest thing is to abandon a goal you're emotionally attached to. Involve trusted members of your leadership team as a sounding board – it'll provide objective perspective and make the decision to pivot less isolating.

Revise your current goals or introduce new ones as necessary to reflect evolving priorities based on your assessment and feedback. Update your action items and development activities to align with these revised goals. Each goal must remain SMART: specific in focus, measurable in terms of progress, achievable within your capabilities, relevant to your overall objectives, and time-bound with clear deadlines. You must continuously evaluate and refine your approach to ensure ongoing development and successful outcomes.

Adjusting your goals is not just about shifting targets but about ensuring that your leadership objectives remain aligned with your personal growth, the evolving needs of your team and the strategic direction of your organization. For a senior leader, this alignment is crucial to maintaining relevance and effectiveness in a leadership role, particularly in an environment that demands agility and foresight; this process of adjustment underscores your commitment to evolving as a leader, ready to meet the demands of a dynamic business landscape.

As business leaders and startup founders, staying ahead of the curve requires continuous evolution of your executive leadership plans. Here' how: -Assess your Current Strategies' Effectiveness Ask yourself, “Are they aligning with my goals? What measurable outcomes have they produced?” -Learn from KPIs This data-driven approach ensures informed decision-making. -Study Best Practices Ask yourself, "What strategies are proving successful?" Infuse fresh perspectives and adapt proactively to industry trends. -Optimize Based on Lessons Learned Take time to fine-tune your leadership strategies. -Embrace Realism and Flexibility Ask yourself, “Are your goals achievable given your current resources and constraints?”

Think of this as an ecosystem that you are transforming. You are getting the team from A-> B, and you are an important puzzle piece. How can you contribute the most to that puzzle? What gaps can you fill? How can you make it easier for everyone? The goal is for everyone to succeed. Make sure you are taking the full step back to the strategy level, and if re-alignment needs to happen that changes priorities of commitments, raise the 'heads-up' red flags at the most responsible moment.

Updating an executive leadership plan begins with recalibrating strategies based on a comprehensive analysis of both internal capabilities and external influences. I believe in drawing insights from industry benchmarks, best practices, and the trajectories of other leaders. From my perspective, ensuring that strategies remain realistic and adaptable is vital to navigate the ever-evolving leadership landscape.

Updating your plan involves more than a cursory glance—it's a willingness to adjust strategies and embrace change. Too often, plans are static, lacking agility in response to market shifts or for creative solutions. It's about recognizing that the business landscape is dynamic and being proactive in driving strategic adjustments. Start by regularly evaluating market trends and customer feedback to identify opportunities for innovation. Challenge yourself and your team to think outside the box, driving creative strategies that differentiate your approach. By fostering a culture of adaptability and encouraging bold, forward-thinking initiatives, you ensure your leadership plan remains relevant and effective in today's ever-evolving landscape.

Updating strategies as an executive leader involves a thorough analysis and a blend of creativity and pragmatism. It's essential to keep abreast of industry trends and competitors, but also to reflect inwardly on your own strengths and areas for improvement. For example, if digital transformation is reshaping your sector, your strategy might include upskilling your team in new technologies. Or, if a competitor has innovated in customer service, you might strategize to enhance your own customer engagement. The key is to tailor these strategies to your unique leadership style and organizational culture, ensuring they are feasible, forward-thinking, and capable of steering your team towards the updated goals.

It's crucial to break free from functional silos and embrace a more holistic approach. Executive teams often operate within their own domains, limiting the potential for innovative, organization-wide strategies with high ROI. By fostering cross-functional dialogue, you can uncover new opportunities and synergies that may have otherwise been overlooked. Encourage diverse perspectives and input from across the organization, leveraging the collective expertise to develop a comprehensive plan that addresses overarching goals and challenges. This not only fosters a culture of innovation but also ensures that your leadership plan is aligned with the broader strategic objectives of the organization, driving sustainable growth and success.

Like an airport, all your ideas and projects need to be categorized as in-flight projects (currently in execution), runway projects (next in queue), hangar projects (someday/maybe), landed projects (completed). So the next time you talk to someone in a hallway as a senior executive about a project, it goes straight into the someday/maybe list by default. Not straight into in-flight mode, which will have resource and schedule impact on existing in-flight projects.

From my perspective, updating an executive leadership plan requires meticulous action planning. I believe in translating overarching strategies into clear, concise steps, with defined outcomes and measurable indicators. From my experience, this level of detail ensures alignment with goals and facilitates effective monitoring for optimal results.

By planning your actions, you ensure that your leadership vision is translated into tangible progress. This step is crucial for alignment between your strategic objectives and daily operations, and driving effective execution of your leadership plan. Break down your updated strategies into actionable steps; each step should indicate what needs to be done, by whom and by when. Assign responsibility for each step to appropriate team members. Set realistic deadlines and allocate the resources needed. Ensure that the action steps are integrated into the daily operations of your team or org. Regularly monitor the progress of your action plan; be prepared to adapt your actions in response to feedback, new insights or changing circumstances.

Start by breaking down each strategy into specific, actionable steps. For example, if your strategy is to increase international market presence, you might begin with market research. This research should be comprehensive, targeting specific regions such as Europe, Asia, and Latin America, to identify opportunities and assess risks. The timeline for this research might span one to two months, during which time the team would utilize market analysis tools and possibly engage external consultants. The expected outcome is a set of detailed market reports that provide actionable insights. Success can be measured by the number of viable opportunities identified and the thoroughness of risk assessments.

Effective communication is key when updating an executive leadership plan. I use a clear, concise presentation of the updated goals and strategies, ensuring alignment and buy-in from all team members. Drawing from Google's OKR (Objectives and Key Results) approach, I emphasize transparency and regular updates, which keeps the team engaged and on track towards our collective objectives. This method ensures everyone is informed and aligned with the direction and goals.

Communication is everything. Even you do your job quietly with 100% commitment , you need to be visible . Your management must understand your value and contributions. For that you must proactively communicate .

Possibly the greatest skill of a leader as opposed to a manager is the ability to effectively communicate goals and objectives in a way that causes others to enthusiastically follow. In order to enthusiastically follow they must be “signed up” to the objective. Only effective two way communication can achieve this. The approach of “follow me, I’m the leader” does not work.

Communicating your plan is an indispensable step in the process of updating your executive leadership plan. After defining your actions, it's crucial to share this updated plan with your team and other relevant stakeholders. Effective communication ensures everyone is aligned with the new direction, understands their role in the process and is committed to the shared goals. For a senior leader, clear and transparent communication is fundamental to fostering trust, encouraging collaboration and ensuring that the team is collectively engaged in achieving the leadership objectives. This communication fosters a collaborative environment where everyone is aligned and motivated to contribute, driving collective progress and achievement.

Updating executive leadership plan is essential for staying adaptable and effective. Begin by reviewing your existing plan and identifying areas that need adjustment based on changing goals, market trends, or organizational shifts. Set new objectives that align with your current priorities and aspirations, and establish measurable benchmarks to track progress. Seek feedback from colleagues, mentors, or advisors to gain different perspectives, and integrate their insights into your updated plan. Lastly, remain open to continuous learning and be prepared to revise your plan as circumstances evolve.

Individuals often exhibit leadership qualities instinctively, even before recognizing them consciously. As they hone their leadership skills and navigate the intricacies of devising plans and driving progress, they inevitably face unforeseen challenges that serve as significant tests. Instances such as the COVID-19 pandemic and the Global Financial Crisis (GFC) serve as poignant examples of how leaders grapple with unexpected situations, highlighting the inherent difficulty in foreseeing and preparing for such scenarios. These events underscore the dynamic and adaptive nature of effective leadership, underscoring the critical importance of resilience and strategic decision-making when confronted with unpredictable challenges.

While it's always important to be ready to adapt, I would challenge the assumption that executive-level strategies should be changing frequently. If you find that you need to change your plans and strategies all the time, there's a good chance you're not setting them at the right level. You have to consider that the higher up you move, the longer it takes to see meaningful and measurable progress. If you're changing things frequently, you're never going to get anywhere, and you're going to drive the teams beneath you bonkers. I've personally found that executive strategies and plans should have a multi-year life to them unless there are significant disruptions you need to adjust for, and that should be the exception not the norm.

In refining your leadership strategy, the priority is to strategically position your team members where they can make the most impact. Stay agile by regularly reassessing your team’s alignment and if needed, redefine their roles, focus areas and strategies to ensure that every person is in a position where they can excel and add the most value. Also cultivate an environment that reinforces the idea that personal success and team success are interlinked, fostering a more cohesive and motivated team. The overall aim is to create a scenario where every individual is not just succeeding in isolation but is also contributing significantly to the broader objectives of the organization.