WorkCookie - Get Ahead with Industrial/Organizational Psychology in the Workplace

We discussed how the impact of trust, openness, and the ability to speak up without fear can contribute to reducing stress, improving collaboration, increasing motivation, and enhancing performance.

We also talked about leadership behaviors that encourage (or damage) psychological safety.

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Strategic planning is not a retreat. It’s a leadership operating rhythm.

This episode discusses why annual retreats fail without quarterly integration, the importance of decision logs and risk logs, how to build strategic review into leadership meetings, and why culture determines whether strategy survives.

I/O Career Accelerator Course: https://www.seboc.com/job

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Strategy fails not because it’s wrong, but because it was never operationalized into systems. We discussed the difference between a strategic goal and an operational objective.

→ Why every strategy must translate into systems, scorecards, and ownership.
→ The concept of “If it’s not measured, it’s not real,”
→ How to break a 3-year strategic move into assignable roles.

In this episode: LindaAnn Rogers, Tom Bradshaw, Lee Crowson, Nic Kruger

I/O Career Accelerator Course: https://www.seboc.com/job

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Organizations build strategies around what they sell instead of what customers are hiring them to accomplish.

This episode discusses the concept of Jobs to Be Done thinking
(without jargon), Why “services” is not a strategy, how to define the highest-value job your customer hires you to do, and the danger of competing on scope instead of outcomes.

In this episode: Dr. Emi Barresi, Lee Crowson Nic Krueger, Natasha Desjardins, Tim Sharples

 

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Most leadership teams think they have a strategy. What they actually have is a list of projects.

Discussed:

·    The difference between strategy and operations
(and why confusing them kills momentum)
·      How to identify whether a goal is truly strategic or just activity
·      Why last year’s “strategic goals” were likely execution improvements
·      The 3 diagnostic questions that reveal if something is strategy

In this episode: LindaAnn Rogers, Tom Bradshaw, Lee Crowson, Nic Krueger, Natasha Desjardins, Dan Baxter
 
I/O Career Accelerator Course: https://www.seboc.com/job
Visit us https://www.seboc.com/
Follow us on LinkedIn: https://bit.ly/sebocLI
Join an open-mic event: https://www.seboc.com/events
 
References
Christensen, C. M. (1997). The innovator’s dilemma: When new technologies cause great firms to fail. Harvard Business School Press.
 
Christensen, C. M., Dillon, K., Hall, T., & Duncan, D. S. (2016). Know your customers’ “jobs to be done.” Harvard Business Review, 94(9), 54–62. https://hbr.org/2016/09/know-your-customers-jobs-to-be-done
 
Christensen, C. M., Hall, T., Dillon, K., & Duncan, D. S. (2016). Competing against luck: The story of innovation and customer choice. Harper Business.
 
Kim, W. C., & Mauborgne, R. (2005). Blue ocean strategy: How to create uncontested market space and make competition irrelevant. Harvard Business School Press.
 
Porter, M. E. (1996). What is strategy? Harvard Business Review, 74(6), 61–78. https://hbr.org/1996/11/what-is-strategy
I/O Career Accelerator Course: https://www.seboc.com/job
 
Visit us https://www.seboc.com/
Follow us on LinkedIn: https://bit.ly/sebocLI
Join an open-mic event: https://www.seboc.com/events