Apple is running a seriously smooth operation in their retail stores. Each employee has a distinct role to play, understands that role, and does his/her part to deliver the level of service we've come to expect from this powerful brand. All of this requires serious alignment of brand, business goals and people process.
Finding the right people to work in the stores is half the battle. There are things that Apple’s retail arm does particularly well in organizational development--things any organization could learn from:
In the first of three posts about The Global Leadership Team, we talked about the importance of cultivating the team with agile leaders. Part 2 focused on creating the team's cultural building blocks. This post is focused on enhancing trust and respect among team members.
In the first of three posts about The Global Leadership Team, we talked about the importance of cultivating the team with agile leaders. In this post we'll focus on the importance of creating the cultural building blocks.
Intentionally Creating the Team's Cultural Building Blocks
In our work with senior leadership teams, we typically start by helping the team put in place what we call the Cultural Building Blocks. These are the foundational components that enable a team to be successful - regardless of whether team members are co-located or global.
Separated by time. Separated by distance. Separated by cultural differences.
Meet the global leadership team.
They are comprised of people living and working in various parts of the world. Sometimes all team members are remote. Usually some are co-located. The global leadership team faces many of the same challenges as a co-located leadership team, but require additional attention and intention to be successful. Consider these challenges that often derail global leadership team efforts.
I have written in the past about how "vision" often alludes leaders. "I'm not visionary" is something I often hear in my leadership development programs.
As a result, leaders often fail to create and communicate a vision and instead develop project plans and product road maps. These are important tools, but they are management tools. They are tools for controlling what is happening today. I don't know anyone who was ever inspired by a project plan or a product road map.
I am amazed at how many leaders don't know the cost of losing good people. They often only associate administrative costs, recruiting costs, and interviewing time toward the overall impact when a good person leaves.
The challenge is that the true costs are so much more.