Effective leadership demands interacting with people in a way that motivates and energizes them. This requires communicating in a manner that goes beyond just relaying information. The most successful leaders inspire others, build connections between people, and create alignment throughout the organization.

Leaders and managers play a unique role in organizational change. They act as champions for change, as supporters of employees, and in reinforcing change after it has taken root. Despite the many studies that show the high failure rate of change management initiatives, one study of more than 56 companies found that a key characteristic of successful change efforts was the involvement of managers who are able to act as levers of change at all levels of the organization. Given that leaders are involved in the daily work routines of all employees, it is of the utmost importance that they implement the following five change management strategies to increase the chances of success:

1. Establish a Clear Vision

Effective change leadership requires a clear vision that is shared with employees in a way that is both understandable and inspiring. The shared vision should outline what will change and what will remain the same for the organization, the team, and individuals. Beyond hearing or reading about the vision, employees need to understand it. Therefore, communicating the vision many times and in various mediums will ensure your employees have a clear understanding of the planned change and the reasons behind it. Here are a few things you can do as a leader to establish a clear vision:

• Create a clear picture of the organizational goals, how the change initiative will help to achieve those goals, and how it will affect employees on an individual level.
• Regularly discuss the vision in meetings, on the company intranet, and in town-hall gatherings.
• Talk with your employees individually, formally and informally, about the change and, more specifically, about how it is going for them personally.

2. Leverage the Change Management Timeline

Organizational change is a journey that requires a strategy before, during, and after implementation. As a leader, you can take the following steps throughout the timeline:

• Before the change: Begin to ask questions to determine employee readiness for change; surveys are one way to do this. Set and communicate employee goals that relate directly to the change initiative.
• During the change: Recognize milestones and employee actions in support of change. This is a great way to keep change efforts alive. During meetings, emphasize items that have been crossed off to-do lists and praise the team’s progress and continued commitment.
• After the change: Reinforce the goal of the initiative with the help of surveys or questionnaires that assess the degree to which the transformation has been successful. Use the responses to determine if further action needs to be taken.

3. Support Your Employees

New MRI technology is able to show what happens to our brains when we are faced with major organizational change, giving us a better understanding of the feelings that change can evoke in us, including fear, anxiety, anger, and fatigue. To gain the support and commitment of your employees, try using change-management strategies to mitigate emotions like fear and resistance. The following are some actions you can take to support your employees during times of change:

• Create varied learning opportunities to help your employees handle workplace changes; for example, experiential training sessions can encourage individuals to test out new skills and behaviors associated with change in a risk-free environment that allows them to practice and better understand the outcomes.

• Be sympathetic to your employees’ emotions and address their concerns with honesty and optimism. Sometimes, working through emotions together—either one-on-one or as a team—helps individuals address their frustration and fear of change in a more constructive way.

4. Ensure Effective Two-Way Communication

Some people need to see and hear information many times to achieve sustainable behavior change. Furthermore, the chances of change-management success are greater when employees are given a variety of opportunities to communicate with one another. Here’s how you can support healthy two-way communication:

• Provide opportunities to discuss the challenges and opportunities associated with change in meetings, team off-site activities, and team-building sessions.
• Recognize the power of casual social interactions and how shared experiences help employees make sense of the change they are experiencing.
• Search for and address communication bottlenecks that may be standing in the way of change.

5. Focus on Skill Development

When your employees develop the communication, time management, and stress management skills that can help them handle change, they’ll be better equipped and will feel more confident. During times of change it may be necessary to provide change management training for both leaders and employees, as well as implement a reinforcement strategy that promotes real-time coaching and ongoing learning.

Effective change management requires the active participation of leadership and the implementation of the strategies above. While the actions leaders take to support change initiatives may vary depending on their role, function, or leadership style, the underlying commonality is their commitment to the change initiative and ensuring its success.

Delegation in leadership not only helps get things done, but it also empowers employees by giving them greater autonomy. No leader can do all things at all times, and delegation is a key tool for boosting team and organizational performance and efficiency. A Gallup study found that companies led by CEOs who were strong delegators achieved a higher overall growth rate compared to companies whose CEOs delegated less.

Great leadership has many components, and delegation is an important factor for maximizing employee contributions and increasing productivity among all members of a team. Here are four reasons why delegation is essential for effective leadership.

Frees up Time

Achieving the right balance between the strategic and the tactical is important for any leader to be effective, especially with the many demands on their time and attention. In a survey conducted by the Strategic Thinking Institute, 96 percent of leaders said they lacked time for strategic thinking. When leaders delegate certain tasks to others, they become free to focus on higher-value activities and use their time more productively. Delegation not only gives leaders time for strategic thinking, but it also allows them to focus on other tasks that only they can perform, such as leading and coaching their teams. As outlined in a Harvard Business Review article, one team leader adopted a strategy of delegation and made the shift from simply being busy to being productive.

Encourages the Prioritization of Tasks

Delegation starts with determining which tasks can be delegated and which can’t. Prioritizing tasks helps leaders determine the most critical items to be delegated and who should perform them. One tool for developing a prioritization system for delegation is the Urgent vs. Important Matrix. Using this matrix, leaders can categorize tasks based on their time sensitivity and importance. Tasks or decisions that are less important but urgent, such as responding to a routine request from another team, can probably be delegated. Tasks that are both highly important and urgent might also be candidates for delegation as well, but perhaps to a more experienced member of the team.

Empowers Employees

Delegation empowers employees by enabling them to demonstrate their capability to take on new work. When individuals step outside of their typical day-to-day activities and have the chance to take on new tasks or get involved in decision-making, they become more invested in the outcome of their delegated responsibilities. Delegation helps people recognize their importance to the team, which fosters a deeper sense of commitment and engagement. Leaders can build a sense of empowerment among employees by delegating in areas such as:

• Project management—ask a member of the team to write the first draft of a project proposal.
• Client relations—select a member of the sales team to gather client data and background reading ahead of a client meeting.
• New system implementation—pick a couple of employees to test drive a new system and report back to the team with their findings.

Supports New Skill Development

Delegation builds new skills among team leaders and their direct reports. It gets newer leaders into a rhythm of accepting responsibility for outcomes without feeling that they must take on every single task themselves. When leaders learn how to delegate effectively, they are building competency in setting expectations, providing feedback, and ensuring accountability in others. For individuals who have responsibilities delegated to them, they have opportunities to learn a new process or interact with team members they might not deal with normally. These new experiences help them build skills in areas such as project management, teamwork, and communication.

Delegation involves more than just doling out tasks to other members of the team. Effective leaders carefully consider what to delegate and to whom, and understand how delegation makes their team more effective. Leadership development is a great way to teach leaders how to leverage delegation for improved productivity, empowered employees, and skill-building.

Time management is a skill, which means it can be taught, learned, practiced, and refined. As with any skill, it takes effort to improve, especially because getting better at time management often requires learning new behaviors. However, the effort is well worth it because when your time is managed well, you can be more productive and perform at a higher level. Work on these five time management habits to create the space you need to complete more work in a day.

1. Make a schedule and stick to it

Most people use a work calendar to schedule meetings and events. However, you can also use it to block out time to work on tasks. In addition to prompting you to do the work in a given time frame, this lets others know when you don’t want to be disturbed, which can cut down on distractions that reduce productivity. Scheduling tasks also gives you the freedom to silence your phone and close your email app because your time is clearly blocked off as busy.

To get the most from this habit, schedule your tasks around the times that you tend to be most productive. Be sure to start each day by looking at your schedule, not by jumping on the first task somebody asks you about.

2. Set clear expectations and deadlines

When you schedule tasks, it becomes much easier for you to let others know when they can expect the work to be completed. Setting deadlines for every task is a great way to ensure that items don’t consistently fall to the bottom of your list. Although it is important to prioritize, consistently ignoring non-urgent tasks is a surefire way to create unnecessary stress for yourself in the future. It’s common for people to naturally gravitate toward working on the tasks that were most recently assigned, but this isn’t always the best approach.

If you are a manager, set clear expectations around deadlines and work with your employees to help them prioritize tasks. When assigning tasks, let employees know when you expect the work to be done and how long a particular task usually takes so they can better manage their time.

3. Break down large tasks into smaller steps

If a to-do list is made up of large, multi-step tasks or entire projects, it can feel overwhelming to even the most experienced professional. Breaking up large tasks into smaller steps makes it more manageable and allows you to feel like you are steadily moving forward as you check items off your list.

If there is a task on your list that you always skip over because it just feels too big, take a few minutes to break it down into smaller chunks that you know you can tackle. At the other end of the spectrum, don’t allow yourself to stretch out small tasks to take up more time. If something should take just 15 minutes, do it within the allotted time frame and then move on.

4. Take breaks

Build breaks into your schedule. Actually put them on the calendar so you’re prompted to take a time-out during the course of the day. It’s also important to recognize when you need a break, whether it’s scheduled or not. Taking a short break—even just 10 minutes—allows you to return to your work feeling refreshed and more focused.

It can be difficult for employees to feel comfortable taking breaks, especially in a work culture that values busyness. However, being busy is not the same as being productive. Taking frequent short breaks can actually boost productivity and allow you to get more done in your day.

5. Make lists and prioritize tasks

Whether you prefer to use an app or stick with pen and paper, lists are an excellent visual reminder of what you need to get done and which tasks you should prioritize. Using multiple lists for different projects or personal tasks makes it easier to shift gears and focus on the immediate tasks at hand.

Remember that lists only work when you actually use them. It’s not enough to write a list and then never reference it. Keep your lists visible throughout the day so you can cross off tasks that have been completed and be reminded about what to focus on next. The more specific your tasks are, the more likely you will be to address them, so use clear action words to prompt the appropriate activity.

Link time management to productivity

Everybody has different systems for time management, and there is nothing wrong with that as long as they are effective. When considering your own time management behaviors, ask yourself whether they increase productivity. If not, use the five tips above or think of your own ways to adapt your time management practices so you will have more dedicated time to get work done. Read more practical tips in our 8-Step Guide to Time Management & Productivity.

Employee retention is a concern in every industry because employee turnover is costly and disruptive for organizations, teams, and clients. According to a report compiled by Nursing Solutions, Inc., the turnover rate in hospitals right now is 16.2%, with the average cost of turnover for a bedside RN ranging from $38,900 to $59,700, costing hospitals an average of $5.13M to $7.86M each year. When you consider that each percent change in turnover will cost or save a hospital $410,500 annually, it’s clear that employee retention strategies in healthcare are worthy of serious consideration.

However, the healthcare industry as a whole is not sufficiently addressing employee retention. The same report indicates that 85.7% of hospitals see employee retention as a key strategic imperative, but only 43.4% have a formal retention strategy. Additionally, a Leaders for Today survey showed that 37% of healthcare professionals plan to leave their current hospital within the next two years, and 68.6% plan to leave within five years, reinforcing the seriousness of this continuing problem.

5 Employee Retention Strategies in Healthcare

That being said, addressing employee retention with an ongoing strategy can help reduce turnover, increase patient satisfaction, and improve the overall experience of your employees. Consider these five approaches as you develop or update your retention strategy.

1. Improve Engagement

Low employee engagement in the healthcare industry can be the result of many factors, including unpredictable schedules, excessive overtime, heavy workloads, and a lack of flexibility in the workplace. Though some of these contributing factors may be unavoidable, leadership has the power to play a role in improving hospital staff engagement. Some examples of specific actions leadership can take include:

• Recognizing excellence in patient care
• Celebrating teamwork
• Conducting surveys to learn about the most pressing issues to employees
• Taking action on the results of the surveys
• Doing informal check-ins with staff
• Communicating and managing change effectively and in a timely manner

2. Foster Teamwork and Communication

Teamwork among healthcare workers is an essential element in creating a positive patient experience. Rarely do individual healthcare providers deliver service entirely on their own. Most of the time they operate in teams, and providing excellent patient service requires having the skills to do this effectively. Developing communication skills among team members is essential for reducing errors, resolving conflicts, and creating clarity around task assignments. Good communication between leadership and teams is also important. When leadership is able to clearly communicate expectations and organizational goals, teams are better able to prioritize tasks and understand how their roles fit into the larger hospital strategy. Clear lines of communication also give employees points of contact, where they know they can get answers to their questions.

3. Provide Competitive Compensation

Retaining good employees requires maintaining job satisfaction and engagement among your staff, and compensation is a primary driver in this area. As the healthcare industry continues to grow and the demand for quality employees increases, competitive salaries, bonuses, and other benefits are becoming more important for staff retention.  Given the high cost of turnover, it is the responsibility of leadership to weigh it against the cost of competitive compensation.

4. Give Recognition Where Recognition Is Due

In addition to competitive compensation, there are other ways to reward healthcare professionals for the valuable work they do. Although they may receive positive feedback from patients, it’s also important for them to feel appreciated by their leaders and peers. Ideas for recognizing good work include:

• Annual recognition dinners
• Awards for exceptional service
• Extra time off
• “Shout-outs” or other informal but public communications that recognize exceptional efforts and explain why they are worthy of recognition

Reward and recognition can help drive engagement and contribute to better staff retention. However, rewards can only go so far, especially when an employee feels that they are already compensated appropriately and performing at their highest level. Healthcare professionals want to feel that they are making a difference. For many, this is why they chose this particular career path. Recognizing healthcare staff for their contributions to the patient experience and the organizational goals can go a long way toward keeping them engaged and motivated.

5. Invest in Education and Continual Learning

Ongoing education and professional development can help healthcare professionals improve both their technical and people skills, both of which are essential for providing an exceptional patient experience, improving productivity, and increasing employee satisfaction. Here are two ways to promote continual learning at your organization:

1. Demonstrate a clear growth path: According to the Leaders for Today survey, the lowest-ranked parameter for workplace satisfaction is having the opportunity for career advancement. Having an employee development plan will help keep valuable staff engaged with your organization because they know there will be opportunities for growth in their future.
2. Provide training opportunities: The second-lowest-ranked parameter is having the opportunity to learn and develop new skills. Having a training program in place ensures that employees are being given the tools to help them achieve their career goals, improve the patient experience, and support the organization as a whole.

Healthcare employee retention is a significant challenge to the industry, and employee turnover is not good for anyone involved. It is expensive for organizations, worrying for employees who want a stable work environment, and does not create a positive environment for patients. Addressing some of the largest gaps with these five recommended strategies can help your hospital or healthcare organization reduce employee turnover and attract new, qualified candidates, because your employees, current and potential, will feel valued and excited about being part of the organization. It’s also important to include all employees in these opportunities—encourage everyone in the organization equally to seek improvement opportunities, and ensure they know they have your support.

A high-performance culture helps the organization achieve high levels of performance and results consistently over time. It’s no wonder then that building a high-performance culture is a chief goal for many organizations as it can mean the difference between stagnation and growth, competitiveness and being left behind. Regardless of industry, company size, or location, high-performance cultures can be identified by a range of common attributes. Here are four common characteristics of a high-performance culture:

Coaching employees addresses performance objectives and helps unleash the potential within each person. In fact, research suggests that coaching not only helps individuals perform better, but it also drives overall motivation and commitment to their work. A meta-analysis of multiple studies on organizational coaching found that coaching at work positively impacts employee performance. It also encourages a more positive attitude about one’s work and the company as a whole.

This raises the question, are your leaders effectively coaching their employees to improve their performance? Do they have the skills they need to do so? Whatever your answer may be, the following tips may help them begin or motivate them to continue coaching employees to improve their performance.

1. Connect and Communicate

Relationships are key to the success of coaching provided at work. Connecting with your employees in an authentic and genuine manner can drastically improve the chances of the employee being receptive to training and feedback, not to mention acting on it. Before you coach an employee, make sure you are building relationships with your staff that are based on trust, so that down the road you can provide coaching with candor and empathy.

2. Observe

Good coaching requires a leader that pays attention to their staff and observes their behaviors and actions regularly. It is very difficult to provide accurate and relevant coaching when leaders are unaware of the day-to-day actions the staff they are coaching. Watch and pay attention to your employees’ behaviors so you can identify what aspects of their performance need to be coached to improve upon their performance.

3. Assess

Prior to coaching employees formally, it is imperative that you take the time to fully understand the actual performance of the individual versus the expectation you, or the organization, has of them. Once it has been determined that they are not meeting expectations, or that they could improve in a certain area in order to perform better, then is the time to coach. At this stage it may be helpful to use tools such as 360-degree or 180-degree feedback tools, multi-rater behavior assessments, or questionnaires and surveys, to get a better understanding.

4. Clarify

Coaching at work requires leaders to provide clarity by discussing and reviewing the gap between performance expectations and actual performance with employees. This requires providing detailed examples of alternative behaviors that employees can try in different situations. When coaching employees to improve performance, it isn’t about telling employees what to do in every possible scenario, but giving clear feedback that helps them identify an ideal solution.

5. Explain

Leaders who provide effective coaching give individuals a road map for how to apply what has been discussed in the workplace. You should be prepared to explain why specific behaviors, results, or actions need to change, how they should change, and where you would like to see the person as a result of changing their behaviors or actions. This will make it much easier for your recipient to understand that you are trying to help improve their performance on the job, and how these changes will accomplish that.

6. Ask Questions

Ideally, when coaching, there is some form of two-way communication happening. While it is important that you as the coach speak, you will also want to encourage the recipient of the coaching to ask questions, seek clarity, and provide insight. Having a conversation about what is being coached makes it far more likely that the recipient will take what you are saying and apply it in order to improve their performance.

Coaching to Improve Performance: Next Steps

Coaching must always be delivered in the right context and at the right time. If it’s not, your coaching efforts will likely fall flat. Many of today’s employees crave in-the-moment feedback and words of affirmation that will help them improve their performance. By applying these tips on the job, you can play an important role in the success of your employees.

Leadership development can take many forms in an organization. It can be an organic process that allows natural leaders to learn on the job and evolve over time, or it can be an intentional program that cultivates emerging leaders to fill a pipeline that is primed for smooth succession. For future-thinking organizations, implementing a thoughtful strategy will ensure easier transitions, minimize disruptions, and relieve tension. Vertical leadership is one approach to consider as you create or refine the development strategy for your organization.

What Is Vertical Leadership?

Vertical leadership is the application of vertical development in the leadership journey. Think about training and development in the context of two axes on a graph. The horizontal x-axis demonstrates an increase in skills and competencies as points move to the right. In the context of leadership, this might mean training in competencies such as time management, conflict resolution, and learning how to effectively lead a team. While these are valuable and necessary skills that should be developed in every potential leader, there is more to the equation.

The y-axis represents development of the mindset and capacity for delivering world-class organizational results. Rather than focusing on developing competencies, this type of leadership training teaches individuals how to think and behave like a leader. This preparation enables emerging leaders to adapt to ever-changing market conditions, handle a crisis, or act on new opportunities that require quick decision-making.

A well-rounded leadership development program will move candidates both horizontally and vertically to reach the highest level. Horizontal development adds knowledge, while vertical development adds capacity and the ability to think and behave optimally.

Why Should You Explore Vertical Leadership?

Vertical development applies to more than just individuals; you can also apply it to groups or teams within your organization—but only if you have the right leadership in place. A company that moves horizontally might increase profits over time as individuals become more efficient and improve productivity. On the other hand, a vertical move that enables a significant increase in market share might come from innovation, a radically different marketing plan, or identification of a gap in the marketplace.

If you want your company to move vertically in the industry, you need leaders with both vision and the capability to unleash the potential of employees. Strong leadership is about more than just good management skills. Having leaders at a development stage that affords them the ability to view a challenge or opportunity from a different perspective gives you a competitive edge in the marketplace.

Implementing Vertical Leadership in Your Organization

Teaching leaders how to open their minds and change the way they think requires an ongoing process that is connected to their daily work and is supported by supervisors and mentors. This leadership style is often developed through three approaches that intersect with each other.

1. Going through experiences that challenge norms
2. Being exposed to different perspectives that challenge current thinking
3. Understanding how new perspectives can be applied to challenging situations

This type of development can happen naturally when an individual is “thrown into the deep end” with a project or assignment that is beyond their current abilities. At first, they might experience failures and frustration, but as they seek out new information and resources to help them cope, performance will improve, and they will eventually master the process.

Although these types of scenarios happen all the time with varying levels of success, when you do it intentionally, you can generate predictable results with teaching moments along the way. Going through a challenging experience with access to the appropriate learning resources and support from coaches enables vertical growth in a controlled manner.

Leadership development doesn’t typically happen in a traditional classroom environment. It requires visceral experiences that are often uncomfortable because participants have no other choice but to grow and change the way they think to get through them. However, you don’t have to create real-life challenges that present actual risk to the organization or individual. Experiential learning allows you to create challenging situations in a safe environment that enables leaders to test what they have learned, see how applying new perspectives leads to success, and apply that new knowledge to real-world challenges.

Experiential leadership training can be beneficial at various levels, but it is important to start at the highest positions so that executives can model this mindset. Vertical leadership is also just one part of a comprehensive leadership development program that should also incorporate skills training, mentoring, coaching, and measurement and retention tools.

Change affects all organizations. It’s inevitable, and it can occur internally or as a result of market or industry change. Leading change effectively is not only necessary for survival, but it’s also a requirement for building and maintaining a competitive advantage. Towers Watson research found that companies with strong change management practices are 3.5 times more likely to outperform their peers. Organizations that successfully navigate change are able to overcome obstacles and continue to grow as they transform existing processes and introduce new tools.

The key to any successful change management initiative is having effective leaders who not only embrace change, but also effectively lead others through change. Organizational change isn’t always predictable and can occur at any time. As a result, leaders must be flexible and ready to recognize the need for change. They also need to take actions that help the entire organization support change on an ongoing basis. Here are eight important principles for leading organizational change.

1. A clear vision

For any company endeavor, there must be a well-defined plan. Successful organizational change requires a vision that details the reason for change, how it will impact employees, and what the end result will be. People need to have a clear line of sight that helps them see how things will change and how the company will be better once the change is implemented effectively. Without that clarity, it’s hard for people to see how and why they should support change. Instead of simply telling employees that change is coming, leaders can effectively communicate a clear vision for change by repeating the vision in numerous forums, including in meetings, one-on-one discussions, and emails. A strong vision inspires people to action. As people become more comfortable with the vision for change, they will have time to embrace it and support it by changing their behavior.

2. Involvement of the entire organization

Although it’s necessary for organizational leaders to establish and communicate the vision for change, leaders also need to ensure that the change initiative involves all levels of the organization. Successful change management must start at the top, but it can’t stay there. When the entire workforce is involved, there is less chance of certain groups or functions assuming they are immune to change or that they don’t need to participate. In addition, when everyone is included in organizational change efforts, there’s a greater likelihood that a culture that embraces change will result.

Functional and frontline leaders are uniquely positioned to ensure the involvement of the whole workforce. They touch all levels of employees and can help ensure that key messages about change are consistently delivered throughout the company. In fact, one study found that one of the most important factors of successful organizational change efforts was the effectiveness of mid-level managers. With the consistent support of all leaders, key messages are reinforced rather than diluted or lost.

3. Change agents

Organizational leaders can further drive the effectiveness of company change efforts by enlisting change agents who can also support and champion change. These informal leaders support change and lead by example, showing others how to approach change and how to develop a mindset that is less resistant to change. Change agents can lead a task force, explain a new process to a group of employees, or organize a Q&A session to help employees navigate change. When people see change agents and peers participating in change efforts, they may be more likely to join in.

4. Effective communication

Effective communication not only helps people understand change and how it will impact them, but also keeps change efforts on track. When the communication is two-way, individuals also have opportunities to share feedback and ask questions. According to a Robert Half survey, 65 percent of managers said that clear and frequent communication was the most important aspect of leading through times of change. Opportunities for effective communication exist before, during, and after a change initiative. For example:

• Before change – Clear communication about the change that’s coming helps employees prepare and adjust.
• During change – Frequent communication about progress and milestones helps individuals see what’s been accomplished and gain clarity on next steps.
• After a change initiative has concluded – Regular communication reinforces new behaviors and processes and helps to ensure people don’t fall into the “old way” of doing things.

5. Learning and development

Most people don’t show up to work knowing how to handle change; they need to be taught. Considering that organizational change happens so frequently and that there are many effective strategies for managing it, leaders can benefit from coaching and change management training that helps them master the art of leading change. When leaders have the skills they need to guide employees through change, they will lead with greater impact and drive change at the individual level. Targeted leadership development can help individuals build competency in the following areas:

• Setting expectations to help individuals understand desired outcomes
• Effectively delivering messages about change that drive individual behavior
• Giving feedback that inspires and motivates employees to embrace change

6. Employee support

Change can be a daunting and frustrating experience, but those frustrations can be allayed by leaders who provide the motivation and support that shows employees they’re not alone. Support for employees can come in many forms. Leaders can have one-on-one conversations with employees during which they show empathy and provide suggestions for how to navigate change. They can also provide individuals with tools that will help them adapt to a new process or workflow. Other examples of employee support mechanisms include:

• Feedback sessions that give individuals opportunities to raise concerns and ask questions about the changes they’re experiencing.
• Experiential learning exercises that provide a safe environment for learning and practicing new skills in areas such as teamwork, communication, or time management.
• Team building and off-site sessions that help individuals bond over shared experiences and benefit from each other’s advice.

7. Accountability in teams

Successful organizational change can only happen if everyone takes accountability for doing their part. Leaders need to be accountable for communicating clear expectations, providing feedback, and supporting their team through a change initiative. They also need to ensure that everyone on the team is accountable for the outcome of the change initiative, instead of viewing it as a management-only exercise. One way leaders can build accountability within teams is with MCR (Model, Coach, Require) coaching. In this three-step process, leaders model the behavior they expect of employees, coach individuals for improved performance, and then require the necessary change in behavior by setting clear expectations and consequences. When everyone does their part and takes ownership of organizational change, teams function more efficiently and sustainable change becomes more likely.

8. Reinforcement and measurement

Organizational change doesn’t stop just because a specific change initiative has come to its conclusion. Leading organizational change requires reinforcement of new employee behaviors and skills, as well as measurement of your progress on an ongoing basis. Regular reinforcement of newly learned behaviors supports better retention of training content. Additionally, measuring progress helps everyone see how far you’ve come and inspires them to stay the course. Examples of reinforcement and measurement activities that keep the momentum going for organizational change efforts include:

• Celebrating wins and other successes.
• Following up with employees in person and via email to reiterate the company’s commitment to change.
• Reinforcing new skills employees have learned through assessments and learning exercises.
• Measuring the results of change initiatives through surveys and performance metrics.

Leading organizational change requires a deliberate focus on developing leaders who can lead others through the waters of change. Leaders need to possess the ability to explain to employees why change is necessary, how change will impact them, and what each person must do to make the change initiative a success. When leaders have the tools to communicate, coach, and support employees through change, the chances of success are greater.

As a leader, you have the power and skills to diagnose challenges and capitalize on strengths in a timely and effective manner—but business excellence doesn’t stop there. More often than not, the best-laid plans go awry because big visions are met with an unclear road map for execution.

Strategy vs. Execution

For leaders, strategy and business execution are uniquely important. Strategic skills allow a leader to create policies, establish direction, and determine how to effectively allocate resources to achieve a larger goal. Execution, on the other hand, involves the tactical, practical skills needed to put a plan into motion. Where strategic thinking allows a leader to craft the future of an organization by making broad decisions, the tactical skills of execution are required to bring the vision to life. How do you know which to focus your energy and time on?

You Can’t Have One Without the Other

The truth is, the best leaders balance strategic thinking and tactics. Building a strategy that embodies your organization is great, but if you don’t have the chops to turn that strategy into an actionable plan, it’s just a pipe dream. Many great visions fall apart before they even get off the ground because of a lack of planning.

A great tactical thinker can take the strategic vision, understand the objective or goal, and break it down into operational pieces. This allows for the planning of actionable steps and realistic resource allocations in order to achieve the desired outcome. For many leaders, however, their strength is either in knowing what to do (strategy) or in how to do it (execution)—but not both. When a leader is balanced in both areas, strategic thinking takes tactical realities into consideration and those very realities are driven by the strategic plan. The question is: How does a leader find the right balance and training to be both a strategic thinker and to thoughtfully execute the organization’s vision?

Achieving Strategic and Executional Excellence

Although it’s critical for organizational leaders to be able to develop strategy, their skills are irrelevant if they can’t follow through. An agile leader is someone who is a pro at crafting and executing organizational strategy. This involves breaking the larger vision down into actionable steps, establishing a plan to track progress, ensuring the right stakeholders are placed in the right roles, and remaining flexible to address any challenges or priority shifts that come up. Once the strategy is set in motion, it’s important for a leader to be able to change tactics—not strategy—to achieve the most successful and impactful results as competing priorities come in.

One of the best ways for a leader to master the arts of both strategy and business execution is through experiential-based training. Learning in this way works because it mimics the same challenges leaders face every day in the workplace, allowing them to learn by doing—not by simply watching, reading, or listening. In fact, retention rates for training that use experiential methods are as high as 80 to 90 percent, compared to traditional learning environments whose rates are just 5 percent. Experiential learning is immersive and engaging—and fun—and puts leaders in the types of scenarios they’ll face every day while executing strategy, giving them the opportunity to practice their new leadership skills in a risk-free, controlled environment. This allows leaders to leave training with the confidence, knowledge, and skills to turn the organization’s vision and strategy into action back at the office.

Strategy and business execution are both vital to any organization’s success, and leaders must be ready, willing, and able to craft the vision and make it actionable. Becoming strategically and executionally excellent is the answer to giving your organization a competitive edge, which can improve engagement and drive results.