Gutenberg's movable type printing press in the 1430's allowed for ideas to spread in a way never before seen. The 42 line Gutenberg bible was his most well-known printed item, which was printed in 1455. This tool changed the world.
Today, we consider a book a common tool, like glasses, or a shovel, or a car. These empower us all to achieve things otherwise impossible without them.
In the case of the book, this tool creates a safe space to share ideas. Leadership is about ideas and people. Because of this tool we can all share the same idea, in the same way. How we apply the ideas we discover to solve a problem is the art of creation. This allows us to consider new alternatives, perspectives, and possibilities.
Connecting the dots: a profound curiousity cultivates a wide acumen.
Books are the tool that allow us to nurture the ideas that become the fuel of leadership, strategy, and innovation. To share our ideas in meaningful ways that allow other...
This month’s article is a collaboration with Andy Shockney, Redbank Advisor, and President and Founder of What Box Consulting Group. Andy has over twenty years of operational leadership with companies in Central Ohio. He has over ten years of corporate experience, and over ten years in entrepreneurship. He has been a full-time consultant since 2016.
This month we explore the 5 levels of growth in the Redbank Business Capability Maturity Model and the steps you need to take to prepare your business to achieve the next level of growth.
redbank business capability maturity model
“Management is doing things right, leadership is doing the right things.” Peter Drucker
Understanding what the right things to do is challenging as a business leader. You are constantly being inundated by problems, challenges, obstacles, and opportunities. They are overwhelming to anyone who dares to take on management or leadership responsibilities.
The performance engine has a plan. It defines the work that will be done. Left turns around a nascar track. Exactly 4 of them, no more, no less. Rinse and repeat. New month, new plan, not wholly different than the last, but with faster lap times, less wear on the tires, quicker pit stops. I have my stopwatch and clipboard. We are ready.
Everything else is extraneous. Cut it all out. We are focused. It is planned. We are planners.
Yes. Planners are focused. And they can plan, because they know exactly what needs done. They are merely picking the right set of steps from steps they have already taken. But what if you need a set of steps you haven’t ever taken? What if you need to do something you haven’t ever done? What if you simply need to find new opportunities and your planners are too busy focusing on the plan and intentionally ignoring everything else that is otherwise extraneous.