In the morning, I’ll be leading the Leadership Forum annual meeting for the National Association of Education Procurement. It’s a beautiful evening here in Louisville, Kentucky, and judging by the members I’ve already met, tomorrow promises to be an engaging and productive day.
We’ll be taking on some pretty important issues in today’s session around leadership and strategy. How do you cultivate an environment that is open and encouraging of change? What is your role as a leader in supporting your people through periods of terrific complexity? Becoming an influential leader is very much a personal journey, but the result serves as a foundation for teams that understand — and are excited to build on — the shared strategy of the team, department, or institution.
Speaking of strategy, we’ll be digging in to the strategic planning process, too. When execution suffers, it can often be traced back to holes in the strategic plan. Whether you inherited a plan from a prior leader, or never finished the process in the first place, developing and refining the strategic plan is critical to getting back on track.
We’ll ask some important questions of each other today, questions that get to the heart of the business model we serve. When we’re finished, you’ll have a roadmap for developing your teams around a strategy that you own, for your people, driving toward the shared success of the institution.
This is some of the most fun work I do, engaging high performing teams and helping them to see what’s possible in their work. Get ready for some new skills, new frameworks, and great fun today!