Strategy and Leadership Support
Alicia McKay supports teams and leaders to be more strategic and effective, unleashing the potential for meaningful impact.
Alicia runs workshops and coaching programmes, speaks at conferences and works alongside teams to improve strategic focus, design and implement strategy and boost strategic leadership capability.
The official launch party for From Strategy to Action - not to be missed!
Are you asking, when you should be telling?
Unfortunately, we can make that unnecessarily difficult, by turning human instinct into a transactional process that benefits no-one. The antidote?
Teams in the workplace are no different – they’ve got a million other things to care about right now, and whatever you’ve got to say probably involves work, so it better be interesting.
Making your thinking meaningful to others is one of the most important steps in driving new behaviours.
One of the most common questions I’m asked in a strategy process – usually toward the end – is about what to do when things change.
Because, they do, don’t they? Despite our best efforts, our environment doesn’t stand still. Sometimes these changes are small, and manageable. Other times, they’re not. Other times, they're changes that trigger potentially cataclysmic shifts in our understanding of the world.
Saying yes to something new is exhilarating – full of possibility. We dream of a new future, unencumbered by the things about our current state that make progress a challenge.
However, the uncomfortable and non-negotiable consequence of saying yes it the inevitable no. Saying yes is a temporary, one-off moment. But what it kicks off is a longer, fractured reality of saying no, letting go and moving forward, triggering all the inevitable loss, confrontation and tricky choices needed to get there.
What mildly important things do you need to avoid, that will take you away from achieving your most important priorities?
You've already lost 8 hours, 1 more won't help. Try making space instead.
In some ways, public leadership is like being a fire-fighter. Responding to issues as they present, and front-footing fires before they can kindle. The critical difference is in our ability to light the right match. Inside: thoughts on operational and strategic focus – be the fire, hope for the wind.
Setting focused priorities is hard work. We’re not choosing between right and wrong here – it’s ALL the right stuff. When we’re overwhelmed and figuring out how to catch up, it seems too late to make priority decisions. It all needs doing! Fast!
This isn’t true though, is it.
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