The transition begins with new approaches to two disciplines: Planning and Leadership. 

Planning for Peak Performance

Inspired organizations looking to develop peak performance are taking a deeper, more holistic approach to their strategic thinking and business planning. Their approach goes beyond traditional examination of market strengths and weaknesses.  

The business planning process of a peak performing organization discovers where their heart is. This approach develops a purpose statement and a ranked listing of core values. You thereby establish a common sense of organizational purpose and define your conduct for a cohesive culture with a deeper understanding for where your inherent competitive strengths lie.

When you answer the question...

What does your organization want to be when it grows up?  in compelling fashion, you have your vision to build a foundation for heartfelt performance. While this is a proven, powerful approach for some, the question remains...

Why do so many Strategic Plans fail? 

Here’s a clue from a too typical, frustrated corporate warrior:

Leadership Guru, John Maxwell provides some insight with a pivotal question…

Maxwell asserts that when the vision is strong but the leader is weak, the vision will likely fail. Conversely given a weak vision but a strong leader, the leader can prevail. We need to look no further than Adolph Hitler and Jim Jones.  Why do strategic plans fail?  Maxwell makes a strong case for weak leadership as a root cause for poor execution.

On behalf of the exiled thousands at Enron, Andersen, Kmart, UAL and all whose stomach turns at the insincere mention of the word mission, isn't it fair to say that... 

Our collective corporate leadership is so weak; 

it's made our people want to puke?

The Solution: Develop Leadership in Support of the Plan

When strong, authentic leaders use the words vision and mission, Dramamine is unnecessary. People respond.     When your leaders live and breathe your purpose, vision and values, you have new criteria and momentum for getting the right people on your boat. You have new tools to generate an environment for getting everyone rowing in the right direction with heartfelt enthusiasm.   Developing the behaviors, attitudes, soft skills and focus of leadership in support of your plan is the critical element for building heartfelt performance required to compete in the new era.

How do you change leadership behaviors to make this work?

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