As we turn the page in our calendar and start October, there are many autumn, fall, and harvest songs you can add to your playlist as a reminder of the time of the year. For me, “October Road”
by James Taylor, “September” by Earth, Wind, & Fire, and “Harvest Time” by Luke Bryan are a few that are at the top of my list.
As leaders, each season represents a change. It’s a reminder for us to stop and evaluate where we are, where we are in relation to our plan, and more importantly, where we are going. The
difference with this time of the year is the balance we will need to strike as we assess our Business Health and Results. If we are off plan, we will need to consistently deliver positive short-term results to end the year on plan. If we are on plan or over plan, we must maintain that momentum going into the new year.
It’s also time to evaluate from a growth perspective. Did we identify and successfully generate new product, market, and geographic growth opportunities? Especially if that was a
strategic part of the plan for the current year. If it was not, do we need to add it to the upcoming plan?
This time of the year adds the complexity of balance. Balance in finishing the year strong tactically as we begin to build the 2025 plan strategically. You will need to exhibit seasoned
judgment, and you will be tested to make good strategic choices. You will need to know when and how to emphasize and balance the company’s short-term end-of-year results with the long term strategic objectives you will be building.
It will be necessary to apply broad knowledge and experience when dealing with this complex issue. Your communications strategy and goals must be clear, and your decisions timely.
The Balance Leadership approach, as outlined in the book Tighten The Lug Nuts, will serve as the foundational piece of building the plan and strategy and executing your short-term end-of
year results. You achieve balance when you thoughtfully consider all three constituents in your decision-making process: your customers, your people, and your shareowners and/or stakeholders.
Ideally, as you implement and execute the Balanced Leadership approach, you will see the following come to life and become a way of life within the organization. Your people will begin to:
– Think like a customer by approaching each challenge as a true solutions provider.
– Feel like a valuable employee by knowing their work matters and they are part of the solution, not part of the problem, and they will never compromise on safety.
– Act like an owner by understanding the business and their role in what leads to success.
Some questions to answer as you begin the planning process with an eye to the future and an understanding of where you have been and where you are now:
* Are we creating and communicating a client-driven vision, corporately aligned, and engaging with all employees in pursuit of a common goal? Do we embrace the mission, values, and company ethics in all we do?
* Do our people believe, and have we demonstrated we are developing people from inside our organization for potential opportunities? Do we have a well-defined succession planning process that starts with the selection and retention of an excellent workforce within an environment that values diversity and respects individuality?
* Are we a continuous learning organization exhibiting the development of self and others to achieve maximum potential? Does it happen through open and authentic feedback, which allows the promotion from within policy to flourish?
* As leaders, do we positively affect the behavior of others and motivate them to achieve personal satisfaction and high performance through a sense of purpose and cooperation?
* Does our plan help us to utilize our teams intentionally and appropriately to focus leaders on building an enterprise that creates profit and generates business with the ultimate objective of delivering an attractive return on shareholder investment through the best, the brightest, most informed, and best people in the industry?
By including this thought, skill, and vision, we aim to develop leaders who can “see around corners” to anticipate changes in market conditions and proactively position the company for future competitive advantage.
Finally, great balance among operations, execution, cost, top-line sales and marketing achievements will be the characteristics needed to finish the year strong tactically and begin to build the 2025 plan strategically. Balanced Leadership will be your hallmark as you turn the page in October.
Take Your Leadership Skills to the Next Level with Tighten the Lug Nuts: The Principles of Balanced Leadership.
LOOKING TO BOOK A SPEAKER FOR YOUR NEXT EVENT?
Let’s work together. I am a practitioner as well as an educator and motivator, and an experienced senior leader and CEO with over 45 years of boots-on-the-ground experience. I led one of the largest rebranding initiatives in franchising history – The UPS Store, revolutionizing the $9 billion
retail shipping and business services market.
I believe that none of us can achieve success without some help along the way. For each of us, there is a person, a mentor, who we are grateful towards and who can help us get to where we aspire to be. Sharing stories and experiences as a speaker is a way of recognizing the value of these experiences and giving back to the next generation of leaders. It also is a way of demonstrating in words and deed the value I am placing in mentorship. As for me, I have been fortunate to have worked with and mentored by some incredibly special people, and none more incredible than Coach John Wooden.
“Rocky was the Keynote Speaker at our FragilePak Connect Conference. His presentation on Balanced Leadership was educational, informative, and delivered with great energy and enthusiasm. We especially appreciated Rocky attending the conference to learn more about who we are, what we stand for and what we are trying to accomplish as a team. He received a 4.9 score on our survey and the following comments best represent the overall comments.”
“He was the best speaker and had useful life tips”
“Fantastic”
“Amazing”
Rick Schad / VP FP Certified Providers Network
FragilePak
I have broad experiences to share that can help others as they grow and take on new challenges. During my time as president of UPS Supply Chain Solutions, I integrated over 20 acquisitions that became UPS Supply Chain Solutions. I steered UPS’s entry into the health care industry and created the mantra, “It’s a patient, not a package. ®” With the ability to see a clear vision of the changing business landscape, the passion to develop strategies, tactics, and metrics to drive desired results, and the passion to develop the Best, The Brightest, Most Informed, and Best People in the industries they serve.
Please give me a call today at 610-322-0720 or email at
[email protected]
THE LEADERSHIP LIBRARY PODCAST SEASON 8
Looking for quick morning leadership advice in under 5 minutes?
Check out Rocky’s leadership library podcast.
https://tightenthelugnuts.com/podcasts
CLICK HERE TO LISTEN TO THE PODCAST: LEADER OF THE BAND
For more information visit our website https://www.3sixtymanagementservices.com/. My book,
Tighten The Lug Nuts, will also serve as a workbook for these important topics and discussions.
Read my latest Forbes article:
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TIGHTEN THE LUG NUTS: THE PRINCIPLES OF
BALANCED LEADERSHIP
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Visit our website, https://3sixtymanagementservices.com, as well as my book, Tighten The Lug Nuts, for additional information.
Contact me at: [email protected].
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