![]() ![]() Among other changes, the interior doorways must be a minimum of 36 inches wide, counter heights and cupboards must be lowered, and doorknobs and faucet handles must be replaced with levers. ![]() What Goes Into Making A Home Wheelchair Accessible?įor people using wheelchairs, it’s more than a front door ramp or a lift. Depending on where the house is and the quality of the modifications, wheelchair-accessible homes can be worth more money! When you must make alterations to your investment, though, it’s natural to have some serious questions about how they will affect your home’s resale value.Īdding ways to make a home open to more people is always a good idea. The quicker you develop, establish and integrate the backbone of your organization - your forward-thinking leaders - the more successful your organization will be.Any renovations to a home come with a long view. They do this by supporting and navigating all challenges, changes and desired outcomes so they can thrive instead of merely surviving.īy establishing your organization with forward-thinking leadership and leaders, you will be able to tap into your knowledgeable, talented, innovative, creative, dedicated, daring, driven, diverse talent and teams much faster and more effectively. ![]() Why is this? Transformation is the pulse, like the internal GPS of an organization, that forward-thinking leaders know and understand at any given moment. Today, before any of the above steps are taken, the way individuals and the organization respond to change provides a snapshot of how successful an organization is, and it will dictate how successful it will be in years to come. It is alignment between a forward-thinking leader’s actions and the company’s values, goals and priorities. It is living, breathing evidence of every corporate culture, for better or worst. However, team and organizational effectiveness is not just a theoretical concept. We all know how hard it can be to balance multiple teams and competing projects or departments with other aspects of the business. The fact is that the end goal can be reached in many ways, but what makes the most sense for the current situation and business scenario? How fast can we adjust or change? Who is putting on the brakes and why? And, best of all, who is accountable for it?6. Image how a team is feeling when they need to make something happen as if by magic. Who knows their organization's current approach and strategic agenda? This legitimate question often gives me very bleak answers simply because way too often strategy is not shared with leadership and executives across the organization. However, to set your organization apart, it is essential to reach a level of high-performance impact demonstrated through enhanced leadership training, development, increased talent, leadership authority and empowerment across the whole organization. Today’s talent and leadership performance encompasses so much and is more complicated than ever before. This is a real test for talent and leadership competency.Īs we all know, nothing great can be achieved without effort or commitment. It is fascinating to see how often a lack of leadership’s guidance and support creates the gap in the cascading flow of what is/should be working and what needs to change and improve. This impact on the talent, team, clients and vendors takes time to develop and even more to fix. It is essential to ask ourselves: Are we acting as gap closers or as gap creators? And, are we sharing knowledge and information and driving toward solutions by simplifying, centralizing and creating an integrated process within departments to develop team collaboration and the stellar execution it generates?Įvery action we take creates a reaction that needs to be assessed, because at the end of the day, it will create an impression, desirable or otherwise. This is a problem we see too often due to leadership-team dysfunctions and lack of alignment. How can we execute on anything important without structure or other leaders involved? Yes, we all must compete, but we need to step away from the silos and start to think about how our decisions and actions - or, better yet, lack of them - will affect others. As a result, it is challenging to identify the challenges and determine appropriate solutions that, at the end of the day, positively affect everyone in the organization, as well as the bottom line. However, what is often misunderstood and missing is a shared understanding of the priorities and key objectives - and road maps for how to achieve them. The measurable ones are generated internally from our efforts, time, skill set, team and overall organization. The key is forward-thinking leadership, which can be identified by the following: ![]()
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