Facilitating Executive Teams
With an expert in facilitating executive teams, you’ll quickly agree on “what’s important” and gain strategic alignment
At your executive team’s retreat or strategic meeting, your greatest challenge – and your greatest responsibility – is attaining agreement on what’s most important to your organization. An expert at facilitating executive teams, Steve Lishansky will guide your team to quickly reach strategic alignment.
Strategic alignment at the executive level is critical
When facilitating executive teams’ retreats or strategic meetings, Steve help executives understand why strategic alignment is so crucial, how it speeds key accomplishments, and how to make it work brilliantly.
Strategic alignment among executive team members is crucial to:
- Improve an executive teams’ effectiveness, particularly in making decisions that support the most important, agreed-upon strategies and goals.
- Provide greater clarity and focus on the vision, mission, strategies, and goals and drive the ability to clearly and consistently communicate these throughout the organization.
- Allow leaders and team members to more quickly and easily make decisions and take action to reach important goals, in alignment with what is most important to accomplish.
Without strategic alignment, companies often suffer these symptoms:
- Not enough trust, collaboration, or agreement within the executive team
- Lack of agreement on the most important strategies and goals
- Silo thinking and functioning
- Poor execution of strategies
- Strategic planning fails to align the organization to achieve its goals
- Failure to achieve important goals
If your executive team and organization are burdened with these symptoms, you need an expert in facilitating executive teams – a leadership expert with proven skills to help you determine what is most important, attain Strategic Alignment, and achieve the most important results for your organization.
Gain strategic alignment, with an expert in facilitating executive teams. Contact Steve Lishansky today.
“In a day and a half session, we arrived at overwhelming consensus. Optimize International exploded our cooperation, communication, collaboration, and effectiveness. The result: In one of the worst economies we’ve ever seen, our sales rose at the highest rate in five years.”
– Food Service Executive
Maximize your executive team’s capabilities with the Optimizer’s First Law of Success
While facilitating executive teams, Steve Lishansky helps executives understand that leveraging their best talents, skills, and capabilities will multiply their effectiveness – and maximize their success.
At Optimize International, we have developed a powerful axiom – the Optimizer’s First Law of Success – to help you maximize your success:
Distinguish what you do that works –
Do more of that.
Distinguish what you do that does not work –
Do less of that.
The key is making the distinction.
Yes, it’s simple and commonsense. Yet the real key to success is making the distinction: What do you do that works? What does not work? How clear are you about these?
Embracing this distinction can produce profound shifts in your ability to recognize established patterns of behavior – and your ability to quickly create successful results. This means you must identify the uplifting, empowering patterns of behavior that improve the environment for you and your team. Plus, you must identify the patterns that deteriorate your capabilities and those of your people.
Patterns are built on ways of seeing the world – your perspective or mindset – that cause you to react using a habitual set of responses or actions. For example, you may be highly punctual and value this attribute as a sign of respect, focus, and appropriate behavior. When your team members are late (no matter the reason) you are likely to react negatively – perhaps without finding out what caused the delay.
Here’s another example: A manager who does not like hearing bad news or does not appreciate disagreeing opinions, may react in an insidious manner. This manager’s team members will withhold bad news and share only good news. Therefore, the manager becomes isolated with a severely limited understanding of what is really going on.
How can you become aware of your patterns? By understanding how your thoughts drive your choices – and your actions.
There is a huge difference between thinking things through and consciously choosing a response based on insight and understanding – versus automatically (and predictably) responding to circumstances out of habit. Start by identifying what triggers you. Ask yourself:
- “Do I consider what I like and don’t like, or do I consider what is most important?”
- “Do I leap into a well-patterned, comfort-zone response, or do I have multiple options for responding?”
- “Do I make judgments about a situation, or do I evaluate what is happening?”
- For example, using an evaluation approach, you might ask: “What would make this work more effectively? How could this be improved? How can we achieve the full measure of success in this situation?”
- “Am I doing the same thing over and over with no results, or do I plan where to go and strategize how to get there?”
- “What makes me effective in the areas where I am highly successful?”
When you answering these questions with clarity, you can identify the empowering, successful patterns you employ – and patterns that do not support your best results. Start observing with greater discernment what instigated your old, limiting patterns, and then observe what stimulates your best, most productive responses. Done well, the results are profound.
