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Introduction
Especially in the case of larger organizations, toward the end of each year, thoughts and efforts turn to creating and finalizing the business plan that will guide them in the new year. This involves taking a close look at this current year to evaluate successes as well as disappointments. Based on this, the organization will make a conscious decision to continue or alter approaches with the intention of hitting the mark in the coming year. The devised plan is communicated throughout various locations, divisions, and departments. The expectation is that the respective plans at these levels will be aligned with the overall goals and aims of the parent company.
However, such a more formalized and thorough approach tends not to be followed in many medium size and smaller companies. In such organizations the plans for the forthcoming year are created in a comparable manner indicated above. It is then communicated throughout the company wanting all to be invested in achieving it. The difference is that, too frequently, there is no formalized approach for the various factions of the company to bring this vision down into their respective area. Too frequently, they are not actively involved in the creation of next year’s plan. Thus, and although they work to be successful, the company misses the contributing value. It misses out on the true value of having every part of the company involved in the process of creating and furthering the realistic goals for the new year.
Steps that will create a shared vision and alignment throughout the company
As the new year unfolds, it’s imperative to synchronize the goals of your division with the overall objectives of the company. This alignment not only fosters a cohesive organizational culture but also maximizes the collective impact of each division, propelling the entire company towards maximized success. Here are active steps that, when followed within each area, will create true alignment throughout.
Understand company goals Start by making certain that all areas of the organization thoroughly understand the company’s New Year goals. These goals are often outlined in strategic plans, annual reports, or communicated through company-wide meetings. Identify key themes such as revenue growth, customer satisfaction, innovation, or market expansion. Familiarize yourself with the company’s vision and mission, as these provide a compass for decision-making at all levels.
Analyze one’s specific division or location Assess the current state of your division. Evaluate performance metrics, identify strengths, weaknesses, opportunities, and threats. This analysis provides a baseline for aligning goals and highlights areas where your division can contribute most effectively to the company’s objectives.
Identify collaboration between the location and the company goals Look for synergies between your division’s functions and the company’s overarching goals. For
example, if the company aims for innovation, assess how your division can contribute through product development, process improvements, or creative problem-solving. Seek alignment in terms of timelines, priorities, and resource allocation.
Communication with those at all levels of the organization Open communication channels with key stakeholders, including team members, department heads, and executives. Share insights about the company’s New Year goals and solicit input. This inclusive approach not only fosters collaboration but also ensures that diverse perspectives contribute to the goal alignment process.
Set clear goals for YOUR division or location Based on the understanding gained, articulate clear and measurable goals for your division. Ensure that these goals directly contribute to the company’s objectives. Create goals that are realistic and aligned with the broader vision.
Develop an action plan Create a detailed action plan outlining the steps required to achieve division goals. Identify key
milestones, allocate resources, and establish timelines. This plan should seamlessly integrate with the company’s overall strategic roadmap, ensuring a unified approach towards shared objectives.
Foster a goal-oriented culture Instill a culture within your division that emphasizes goal alignment. Communicate the significance of aligning with company objectives and highlight the collective impact on overall success. Encourage a sense of ownership and responsibility among team members, fostering a shared commitment to achieving common goals.
Review, review, review. Establish a routine for reviewing progress and adjusting strategies, as necessary. Regular assessments ensure that your division remains agile and responsive to changing market conditions or internal dynamics. This iterative process allows for continuous improvement and realignment with the company’s evolving goals.
Conclusion
In conclusion, aligning your division’s goals with the overall company New Year goals is a strategic imperative for maximized organizational success. By understanding company objectives, identifying synergies, and fostering a goal-oriented culture, you set the stage for a collaborative and impactful contribution to the company’s overall vision. Regular reviews and adjustments ensure that your division remains adaptive and responsive, increasing it’ role in the company’s journey toward success. Mike Dorman
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Introduction
I have had the opportunity to work with many individuals who have been recognized for their capabilities as an employee in an organization. For many, the recognition results in promoting her or him into a position of management and leadership. Of course, for this person, this brings about the satisfying feelings of excitement and success. Their hard work and dedication have paid off and the reward is earning a step up in both the company and their career.
However, this is often proven to be a challenging situation. The move means recognizing that all the knowledge and efforts one provided that earned this exciting movement are different from the new skills and capabilities that success in the new role will require. There are three initial challenges that one must be aware of and seek the help and training to develop basic skills. They are as follows:
The Basic Challenges Initially Faced by One Entering Leadership Ranks
There are three initial challenges that one must be aware of and seek the help and training to develop basic skills. They are as follows:
Developing the Mindset of a Leader
Transitioning from a star performer with great confidence in their role to a position of leadership is anything but automatic and easy. Their new leadership role requires that they coach, engage, have difficult conversations, and motivate those relying on their guidance. This challenge is accompanied by real stress as the person also contends with the potential of ongoing change and pressure.
There is the need for the new manager/leader to recognize that what got them to this point was good. However, they must reassess all the skills and talents that brought them this success and determine which of them translates into being a good leader.
Managing Former Co-workers It is much the norm that the new leader is now overseeing former colleagues with whom they have worked side by side in their former role. In some cases, any one of these people might have been vying for this same promotion to leadership. Often this provides the advancing individual with a challenge related to balance. Balance does not require that former friends stop being friends. It is best handled by remaining true to who you are as a person and addressing the situation openly and directly with these former work mates.
Senior management can help this process by engaging the new leader in role-playing. Practicing the way you wish to be and come across to a former co-worker helps to develop comfort and confidence in dealing with this situation.
Identifying and Managing Skill Gaps A key step in the new leader developing the necessary capabilities that will facilitate their success. In this role, the individual needs to have awareness of where they are strong and where they lack the needed skills to be successful in the full range of requirements of the position. Having a balanced capability between the needed technical skills and the ‘human’ skills is going to contribute significantly to their ultimate success as a leader. An organization that actively participates and helps this emerging leader fill in the gaps to provide such a balance is going to accelerate the desired success.
The the SKills That the Emerging Leader Needs to Develop
The three initial and basic challenges identified above are real and addressing them by providing the necessary guidance will positively impact the new leader. Along this this shift is the need for individuals to navigate a new set of responsibilities, relationships, and expectations. In this dynamic landscape, several challenges commonly arise, each demanding a unique set of skills and strategies for success. They include the following:
Transition from individual contributor to Leader One of the most significant challenges is the shift from being an individual contributor to a leader. Many individuals excel in their roles as contributors but struggle when tasked with managing and leading others. This transition involves letting go of the mindset of accomplishing tasks individually and adopting a broader perspective that encompasses the success of the entire team.
Building and Leading a Team Forming and leading a cohesive team is a multifaceted challenge. Managers must navigate diverse
personalities, skill sets, and work styles. This involves understanding team dynamics, fostering a collaborative environment, and creating a sense of unity and shared purpose. Additionally, effective communication and conflict resolution skills are essential for addressing issues that may arise within the team.
Developing Leadership Skills Leadership is a skill that requires continuous development. New managers often face challenges in honing leadership skills such as decision-making, strategic thinking, and vision-setting. They must learn to inspire and motivate others, delegate tasks effectively, and navigate the complexities of organizational dynamics.
Establishing Credibility Gaining the trust and respect of team members and peers is crucial for success in a leadership role. New managers may encounter skepticism from those who were once their peers, and establishing credibility requires a delicate balance of confidence, humility, and competence. Consistency in actions and a commitment to transparent communication contribute to building trust.
Adapting to Organizational Culture Every organization has its unique culture, norms, and values. Adapting to this culture while maintaining authenticity can be challenging. New managers must understand and align themselves with the organization’s goals and values, while also bringing their own perspectives to contribute positively to the workplace.
Time Management and Prioritization The transition to a management role often comes with increased responsibilities and a higher
volume of tasks. Effective time management and prioritization become critical skills. Managers must learn to balance short-term goals with long-term objectives, allocating time wisely to ensure both immediate tasks and strategic initiatives receive adequate attention.
Handling Performance Issues Addressing performance issues within the team is an inevitable aspect of leadership. Whether it involves providing constructive feedback, managing underperformance, or recognizing and rewarding success, navigating the complexities of performance management requires emotional intelligence, tact, and a fair approach.
Communication Challenges Effective communication is at the core of successful leadership. New managers may face challenges in communicating expectations clearly, providing feedback constructively, and ensuring that the team is well-informed about organizational goals and changes. Learning to tailor communication styles to different audiences is essential.
Conflict Resolution Conflicts can arise within any team or organization. New managers must develop skills in conflict
resolution to address interpersonal issues and ensure a harmonious working environment. This involves understanding the root causes of conflicts, facilitating open dialogue, and finding mutually beneficial resolutions.
Continuous Learning and Adaptability The business environment is dynamic, and effective leaders must be adaptable and open to continuous learning. Staying updated on industry trends, management best practices, and evolving technologies is essential for making informed decisions and steering the team through changes.
Conclusion
Transitioning into a management or leadership role in an organization is a multifaceted journey filled with challenges. Successfully navigating these challenges requires a combination of self-awareness, interpersonal skills, strategic thinking, and a commitment to continuous improvement. As new managers develop and refine these competencies, they not only enhance their own professional growth but also contribute significantly to the success and resilience of their teams and organizations. Mike Dorman
References: Sarah Gallo – associate editor at TrainingIndustry.com. – Three challenges facing new managers and how training can help.
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Introduction
Changes of all types bring about resistance for many of us. It is especially impactful when new ownership or leadership takes over a business, division, or department. Long-time employees may often resist these changes due to fear, uncertainty, and a sense of loyalty to the previous way of doing things. However, overcoming resistance is crucial for the successful transition and growth of the company. As such, it often is accompanied by new procedures and systems that are quite different from what those in an organization are used to doing. Any comfort level with the ‘old’ way is often turned upside down. Thus, employees are forced and required to learn new approaches and methods to accomplish things that had been second nature to them previously. As this resistance is anything but productive, it is worth examining the things that cause it and what can be done to minimize it.
What are the things that contribute to this organizational resistance to change? Resistance to change is the reluctance of people to adapt to change. Employees can be overt or covert about their unwillingness to adapt to organizational changes. This opposition can range from expressing their resistance publicly, to unknowingly resisting change through language, or general actions.
Resistance occurs when employees resist change based on their unique perceptions, personalities, and needs. Things like job security, habits, and economic factors have a massive influence on individual resistance. Here are some of the key issues that awaken the tendency to resist:
Mistrust and lack of confidence When employees don’t trust or feel confident in the person making the change, their resistance to it can be a huge barrier. Some consider that lack of confidence in change-makers is one of the most overlooked causes of internal change resistance in organizations.And although people may not be resisting the change itself, but rather the person or entity making such changes.
Emotional responses Changing the status quo is complex and people tend to react emotionally to disruptions to their routine. This is a natural and inevitable response. Brushing it off will only lead to stronger resistance. Change can lead to feelings of loss and grief. As such those leading the change must accept and manage these emotions as people move towards acceptance.
Lack of training or help resources This brings about when employees feel unprepared to adapt and adopt new processes. This feeds the inclination to resist simply because one doesn’t know how to do something now required. Rather than ask, one might also just resist.
Fear of failure People won’t support a change if they’re not confident in their abilities to adapt to it. When people feel threatened by their shortcomings (real or imagined), they protect themselves from failure by resisting the change.
Poor change communication The key to excellent change management communicationis to create an active conversation. When you talk at people as opposed to with people, you’re bound to get pushback and resistance to change.
Unrealistic timelines Of course it is desirable to achieve the desired change as soon as possible. And too often that leads those overseeing the change to set timelines that are not always realistic. This simply adds to the frustration of all and furthers resistance.
Existing organizational culture and norms Resistance to change often occurs when existing company culture and norms are deeply rooted in an organization, which hinders the acceptance of new ways of doing things, such as new processes, leadership, team structure, or technology.
How To Effectively Deal with Experienced Resistance and Minimize Its’ Impact
There are some key steps that can be taken that will significantly minimize resistance that often accompanies organizational change of leadership and management. Though these may seem like they add more work and time to the process, the payoff is clearly in the transition that is desired and desirable. Some key ones are as follows:
Provide the reasons for the need for the changes being made Some will be simpler than what is familiar. Others will seem more complex and time-consuming. Regardless, many times these are required to fit into already established ways to fit into methods already used for accounting purposes. Others are to align with processes being used by other divisions or departments already a part of the new owner’s company. Providing logical reasoning can do a lot to increase cooperation.
Communicate openly and frequently Be willing to hear and respond to questions of those expected to employ any new methods brought about by this change of leadership. This goes a long way to helping employees know that their input is needed and valued. In fact, there will be times that such input will actually lead to adjusting a required method.
Involve employees in the change process This can significantly reduce resistance. When employees feel that their voices are heard and their ideas are valued, they are more likely to embrace the change. Encourage employees to participate in brainstorming sessions, problem-solving, and decision-making related to the change. This collaborative approach empowers employees and makes them stakeholders in the change process.
Identify champions within the employee base who are on board with the changes and involve them in this process. These individuals can be influential employees who support the change and help others understand its importance. Change champions can serve as role models and advocates for the change, and their enthusiasm can be contagious. They can also provide peer support and guidance to their colleagues.
Creating a supportive environment An organizational culture that encourages innovation, learning, and adaptability is more likely to reduce resistance to change. Encourage a supportive and open environment where employees feel safe expressing their concerns and ideas. Ensure that leaders and managers are approachable and available to address questions and concerns.
Conflict resolution Address any conflicts that may arise due to the change promptly and fairly. Provide conflict resolution mechanisms and channels for employees to express their concerns and seek resolution. Handling conflicts professionally and transparently can prevent them from escalating and causing more significant resistance.
Measure success Define clear metrics for success and regularly measure progress. Communicate the positive outcomes achieved because of the change, such as increased efficiency, cost savings, or improved customer satisfaction. Demonstrating the tangible benefits of the change can motivate employees and reduce resistance.
Consistency and patience Change is often a gradual process, and it requires consistency and patience. Avoid making abrupt changes or constantly shifting directions. Give employees time to adapt and be patient with the pace of change.
Conclusion
You can’t avoid change, but you can work through it. Anticipating and planning for resistance is an essential aspect of implementing positive organizational change. When you dig into the reasons behind the resistance to change, you’re better prepared to address it and move past it, regardless of which type of organizational change you undergo within your company. Overcoming workplace resistance to change is a critical challenge for organizations who are undergoing a change in ownership and leadership. Change is often met with skepticism, fear, and pushback from employees who may be comfortable with the status quo. However, successfully managing this resistance is essential for achieving organizational goals and the changes required. Mike Dorman
Many companies employ people that are of a few different generations. Whether Baby Boomer (ages 59 to 77), Generation X (ages 43 to 58), Millennials (ages 27 to 42) or Generation Z, (ages 11 to 26), it is very common to have a workforce made up of people who fall into varying generational categories. The most recent group of those now in the workforce, those of generation Z, are significantly different in terms of what they expect and need for them to feel valued and see opportunities for them to grow and advance. They are used to and comfortable with the newest and ever evolving technologies. They look for organizations who embrace these rather than resisting the change in approach they often represent.
If management fails to adapt their approach to catering to and retain Generation Z employees, it comes with risks to the stability of the company. The organization may encounter several risks and challenges that can have negative impact on the organization.
What adapting to the needs and requirements of Generation Z requires
Generation Z brings its own set of values, expectations, and technological fluency to the workplace. This group values individuality and personalized experiences. Generation Z employers can offer personalized career development plans, considering each employee’s unique skills and aspirations. To effectively manage and engage Generation Z employees, organizations must implement changes in their management approach. What follows represents some of the key changes that are needed to attract and retain Generation Z employees.
Embrace technology: Generation Z grew up in a digital age. They are true digital natives, having never known a world without the internet, smartphones, and social media. To attract and retain them, organizations must embrace technology in their operations and management. This includes adopting digital tools for communication, project management, and training. A tech-savvy workplace not only enhances efficiency but also resonates with Generation Z’s comfort zone.
Purpose driven work: Generation Z is highly motivated by a sense of purpose. They want to work for organizations that align with their values and make a positive impact on society. Companies that have clear missions, corporate social responsibility programs, and a commitment to sustainability will be more appealing to this generation.
Continuous learning and development: To retain Generation Z employees, organizations need to invest in their professional development.
This generation is hungry for new skills and knowledge. Regular training and opportunities for growth can keep them engaged. Additionally, providing mentorship programs can be an effective way to support their career progression.
Performance reviews and recognition: Generation Z craves feedback and recognition. Regular performance reviews and constructive feedback sessions are essential. Public recognition for a job well done can also boost their motivation.
Mentorship programs: Generation Z can benefit from mentorship programs that provide guidance, support, and opportunities to learn from experienced employees. These programs can help them grow in their roles and feel more connected to the organization.
Feedback driven management Generation Z is open to feedback and appreciates organizations that use data and feedback to improve their operations. Companies can implement feedback-driven management practices to make data-based decisions and constantly adapt to the evolving needs of this generation.
The risks to employers failing to adapt to the needs of Generation Z
Generation Z has distinct characteristics, preferences, and expectations in the workplace. Here are some key ones that require and demand attention and focus to have the stability that continued success in a business needs:
Decreased Productivity: If management does not provide the tools and resources Generation Z employees need to be productive, they may become frustrated and less engaged. This can lead to a decrease in productivity and overall performance.
Missed Innovation: Generation Z is often considered tech-savvy and innovative. If management does not embrace their ideas and encourage creative thinking, the organization may miss out on valuable insights and opportunities for innovation.
Poor Morale: Failing to cater to the needs and expectations of Generation Z can lead to low employee morale, which can have a negative impact on team dynamics and company culture. A demotivated workforce can result in reduced collaboration and lack of enthusiasm for the company’s mission.
Difficulty Attracting Talent: As Generation Z becomes an increasingly significant part of the workforce, organizations that do not adapt may have trouble attracting top talent from this demographic. This can make it challenging to compete in the job market.
Reputation Damage: A company’s reputation can suffer if it is perceived as outdated or unresponsive to the needs of younger employees. This can impact not only recruitment but also customer perception.
Communication Gaps: Generation Z may have different communication preferences, often favoring digital tools and instant messaging. If a company’s communication methods are outdated, it can lead to misunderstandings and miscommunication.
Competitive Disadvantage: Companies that are slow to adapt to the preferences and values of Generation Z may find themselves at a competitive disadvantage compared to more forward-thinking organizations. This can impact market share and long-term sustainability.
Conclusion:
To mitigate the potential risks that accompany this youngest generation, organizations should take the time to understand the unique characteristics and expectations of Generation Z employees and tailor their management practices, benefits, and company culture to meet these needs. Embracing flexibility, technology, and ongoing learning and development opportunities can help organizations attract and retain this valuable talent pool.
Attracting and retaining Generation Z employees requires a multifaceted approach. Employers must adapt to the unique characteristics and expectations of this generation, such as embracing technology, offering flexible work arrangements where feasible, fostering a sense of purpose, and promoting transparent communication. By implementing these changes in management, organizations can not only attract but also retain a highly motivated and innovative workforce that will contribute to their long-term success. Mike Dorman
The last published blog addressed the importance of enhancing the effectiveness of an organization’s management team to maximize success. If you missed it you can read ithere. Yet the effectiveness of a person or team leading any part of an organization is just the important beginning. Once achieved, the way in which that individual or team interfaces with the group they oversee is the determiner of the ultimate level of success.
Thus, leaders now need to seriously consider what they need to do to create a workplace that will not only foster individuals and creativity, but also teams and collaboration. And there is no question that complicating this challenge further is accomplishing this when dealing with teams that are partly or completely virtual rather than sharing the same office space.
THE CHARACTERISTICS OF EFFECTIVE TEAMS TO BE FOSTERED BY LEADERS
There are several key characteristics that identify and define successful teams. Implementing and making certain they are utilized as intended is the overall responsibility of leadership. These include the following:
Clearly Identify the Purpose and Goals of the Team – Every team member must clearly understand why bringing this particular group of individuals were brought together.
A Planned Approach – Help the team determine what advice, assistance, training, materials, and other resources may be needed. Then take steps to make these things available.
Defined Roles & Responsibilities – Teams operate most efficiently if they tap everyone’s talents. All members understand their own duties and know who is responsible for what.
Sharing of Information – the breakdown of silos. Effective discussions depend upon how well information is passed between team members – hoarding information cannot be tolerated. A proliferation of new technologies has made this easier than it has ever been.
An Agreed Upon Meeting Format – All team members must commit to a common method for conducting meetings. There is no ‘best’ method, but everyone must be on the same page.
How Decisions Will Be Made –There is no ‘one way’ to reach a decision, but it must be a recognized path and transparent to all team members.
Participation By All as Necessity – Since every team member has a stake in the group’s achievements, everyone should participate in discussions.
Use Consensus in Decision Making Where Possible To reinforce the value seen on a highly productive team means putting value on the opinions of all. The win is that the team moves forward having buy-in from the members given the opportunity each has had to provide decision making input.
Established Rules and Approaches as To How Team Will Function – Groups invariably establish ground rules (or “norms”) for what will and will not be tolerated within the group. Many members will want to skip the laying of ground rules, but in the long run investment up front will head off major issues down the road decisions, share commitment to the team’s success, and contribute their talents.
HOW LEADERS KNOW THEY HAVE A TEAM DESTINED FOR SUCCESS
If you question how effective your team actually is, ask team members to openly and honestly respond to a few statements about effectiveness. Openly discussing the responses can then help you identify areas where team development is needed. You are asking them the degree to which they strongly agree or disagree with these statements. This exercise can also be a useful tool to help pinpoint concrete steps to take to improve your team’s functioning.
Meaningful & shared purpose All team members feel a common and meaningful sense of purpose behind the project and are clear on its value. Team plans and goals are clear, well formulated, and measurable.
Clear roles & organization Team members clearly understand their individual roles and responsibilities on the team. Team members are given sufficient authority and autonomy to perform their work responsibilities effectively.
Well-defined work processes/procedures Appropriate policies, mechanisms, and systems exist to coordinate and control the flow of work among staff. The team members feel that their contributions are fully heard and appraised.
Open communication The team shares information appropriately and keeps members informed. As a team, they confront conflict and work through it constructively rather than avoid it.
Effective problem-solving/ decision making Our team achieves a high level of synergy when solving problems and making decisions. Group decisions are made using high-quality information and structured problem-solving processes.
Atmosphere of Creativity/Innovation Creative ideas are encouraged and supported within our group
There is a willingness to experiment with new ideas and new ways of doing things.
Supportive relationships within and among the team members The group respects and values the diverse talents and contributions of its’ members. Team members actively support one another and help one another succeed.
Ongoing feedback/ Evaluation The appropriate amount of time is spent on reviewing what the team does, how it works, and how to improve it. Team problems are openly acknowledged as areas for improvement and addressed.
CONCLUSION
Periodically assessing how the team is functioning as a unit is very important. It enables all to know that they are continuing to operate by the characteristics that stand to insure their successful performance. If a particular assessment indicates that something(s) is not where it needs to be for optimal performance, the particular issue(s) can be quickly addressed and rectified. Staying on track is a challenge to be recognized. The fix is relatively easy compared to the risk of ignoring it. The reward is hitting the intended goals by creating strong, intentional leadership in combination with a purposeful and highly coordinated team. That’s the pathway to true winning!
Mike Dorman
References:
Debra Sunohara – COO of Delta Partners – Ottawa, Canada – 9 Ingredients of Effective Teams
UC Berkeley – People and Culture – Steps to Building An Effective Team: TEAMWORK
can be a huge barrier. Some consider that lack of confidence in change-makers is one of the most overlooked causes of internal change 
Of course it is desirable to achieve the desired change as soon as possible. And too often that leads those overseeing the change to set timelines that are not always realistic. This simply adds to the frustration of all and furthers resistance.
Regardless, many times these are required to fit into already established ways to fit into methods already used for accounting purposes. Others are to align with processes being used by other divisions or departments already a part of the new owner’s company. Providing logical reasoning can do a lot to increase cooperation.
Address any conflicts that may arise due to the change promptly and fairly. Provide conflict resolution mechanisms and channels for employees to express their concerns and seek resolution. Handling conflicts professionally and transparently can prevent them from escalating and causing more significant resistance.
Thus, leaders now need to seriously consider what they need to do to create a workplace that will not only foster individuals and creativity, but also teams and collaboration. And there is no question that complicating this challenge further is accomplishing this when dealing with teams that are partly or completely virtual rather than sharing the same office space.
There are several key characteristics that identify and define successful teams. Implementing and making certain they are utilized as intended is the overall responsibility of leadership. 
To reinforce the value seen on a highly productive team means putting value on the opinions of all. The win is that the team moves forward having buy-in from the members given the opportunity each has had to provide decision making input.
members are given sufficient authority and autonomy to perform their work responsibilities effectively.
The team shares information appropriately and keeps members informed. As a team, they confront conflict and work through it constructively rather than avoid it.
Periodically assessing how the team is functioning as a unit is very important. It enables all to know that they are continuing to operate by the characteristics that stand to insure their successful performance. If a particular assessment indicates that something(s) is not where it needs to be for optimal performance, the particular issue(s) can be quickly addressed and rectified. Staying on track is a challenge to be recognized. The fix is relatively easy compared to the risk of ignoring it. The reward is hitting the intended goals by creating strong, intentional leadership in combination with a purposeful and highly coordinated team. That’s the pathway to true winning!