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With our help, the president turned the circumstance around. He started to have regular face-to-face meetings with his fellow leaders in which he detailed his development plans and got feedback, participation, and differing points of view. Gradually they started to see the advantages for their own functions and lines of organization.

To enhance your ability to align: Interact early and often to combat the two most common grievances in companies: "Nobody ever asked me" and "No one ever informed me." Determine key internal and external stakeholders, mapping their positions on your initiative and pinpointing any misalignment of interests. Search for surprise programs and coalitions.

Reach out to resisters straight to comprehend their issues and then address them. Be alert in monitoring stakeholders' positions during the rollout of your initiative or technique.  Did you see this?  and otherwise reward colleagues who support team positioning. Find out Strategic leaders are the focal point for organizational learning. They promote a culture of questions, and they look for the lessons in both successful and not successful results.

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A team of 40 senior leaders from a pharmaceutical business, including the CEO, took our Strategic Ability Self-Assessment and discovered that learning was their weakest collective area of leadership. At all levels of the business, it emerged, the propensity was to punish instead of find out from mistakes, which suggested that leaders frequently went to fantastic lengths to conceal their own.

Under his management, the team introduced 3 efforts: (1) a program to publicize stories about projects that initially failed however ultimately caused imaginative options; (2) a program to engage cross-divisional teams in unique experiments to fix client problemsand then report the results no matter result; (3) an innovation tournament to generate new ideas from across the company.

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For instance, he described to a group of high potentials how his delay in selling a stalled legacy business unit had avoided the business from getting a diagnostics business that would have expanded its market share. The lesson, he explained, was that he ought to quicker cut losses on underperforming financial investments.