John Sviokla

Many organizations are keen to respond as soon as a challenging situation arises. While timeliness is important, getting crystal clear on your objective or goal of the communication - in whatever format or channel it appears - is even more important. In this 30 second video with Sussex Strategy Group, I share a straightforward approach to help you effectively navigate your next communications challenge... BEFORE you respond.

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“Complexity is easy to create and hard to follow. Simplicity is difficult to create and easy to follow.” I started typing this post while sitting next to Derek Levy, waiting for the Greater Conejo Valley Chamber of Commerce’s emerging leaders party and I was buzzing from a book I read. “Hey Derek,“ I asked, “Do you know the first item to come out of the package, charged?” “Was it a Film Camera?” He replied… There was a pause when I looked at him and thought, “How old do you think I am!?” (Ha!!) “It was an iPod.” 📱 Before that time, when I got a gadget, if we didn’t have the batteries, you were waiting 4 or 5 hours for it to charge before you could use it! Steve Jobs insisted that his Apple products come with at least a partially charged battery because he had noticed how consumers were frustrated to not being able to use their new toys because they had to wait to charge them first… (do you guys remember that!?) Derek was shocked that people put up with that. Complexity is easy to create and hard to follow. Simplicity is difficult to create and easy to follow. Before that time, they had to figure out how to engineer batteries so they wouldn’t blow up and could be shipped safely. This was hard for the engineers- it meant man hours for Apple and a team to do the work to figure out how to engineer such a device. This was a big, expensive, and hard process to deliver on. Jobs didn’t care. “But we can’t do that because this…” Jobs didn’t care. “But we can’t do it because of that…” Jobs didn’t care. Jobs cares that his team made it SIMPLE for the users. That meant it needed to be COMPLEX for his team. Most people make it COMPLEX for their people… so it can be SIMPLE for them. (Hint: don’t do that.) Taking the time to figure out and understand how to simplify your processes for the people you need to succeed is vital to your success. So regardless of what products or services you sell, use, or work with- be it an iPod or a ”flash camera”… Remember that- “Complexity is easy to create and hard to follow. Simplicity is difficult to create and easy to follow.”

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Having Gary A. Bolles, Author, "The Next Rules of Work"; Chair for the #FutureofWork for Singularity University, with 1.4 million LinkedIn learners, Co-Founder of eParachute, Inc. on EdVenture Time podcast is an enlightening experience with my EdVenturers Jeff Nelder and Professor James Oliverio. As part of EdVenture Time's #AIForward Series, Gary delved deeply into the three crucial components for career success in the #AI era: mindset, skill set, and tool set. One standout quote from the podcast was, "I don't use phrases like Gen Z and Gen Y for young people today; I say it's not a new generation, it's a new species." I knew it!!! that's why I don't get the young generations :-). Thank you Gary A. Bolles. Echoing a scene from the Wayne's World movie, we are not worthy, we're not worthy :-). #EdVentureTime #Futureofwork #AI #Mindset #SkillSet #ToolSet #PodcastInsights #NewGeneration

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Never underestimate the importance of intimidating potential competitors. Not aggressively, but by building an easily defendable position. If you can erect sturdy walls and dig a wide moat, this will deter possible rivals looking for a quick win in your market. They will see how much effort is needed and how much risk they run, and feel daunted by the prospect of a tough fight, opting to attack softer targets instead. The best way to win a battle is to not have to fight at all. Of course, being the innovator is a great way of staying ahead of your competitors, and being a fast follower can also work well. But intimidation should have its place in the repertoire of every strategist. #strategicleadership #strategydevelopment #competitivestrategy #innovationstrategy #competitiveness #meyersmanagementmodels

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Succession planning has evolved from a "should do" to a "must-do" and a "cannot wait." Retirements and economic changes are creating new urgency. Learn three succession scenarios that CEOs should consider in the coming years. #CEO #SuccessionPlanning https://lnkd.in/ebv8CCiz

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As the new executive director of The Drucker Institute, I am working to bring together leaders who believe in the timeless messages of #peterdrucker, Tom Peters, and other leaders from Claremont Graduate University and Drucker School of Management. My goal is to help build on the Drucker Institute's and CGU's standing as the epicenter of management thinking and debate, allowing scholars, students, and leaders in the private, public, and social sectors to explore and learn from a near-century of writings on the topics of management, business, leadership, and humanism. One of the first steps I am taking is to build a new onramp for #lifelonglearning with the introduction of the first-ever Drucker Playbook for Rising Leaders in the Social Sector. Peter Drucker called the nonprofit organization “America’s most distinctive institution”, carrying forward the values of American Society and the American tradition of citizenship. The goal of the Playbook is to provide those who work, serve, or volunteer in the social sector with a curriculum of educational and training methods on the topics of Drucker's Five Most Important Questions for an organization, to better ways to manage oneself, one's relationship with others, and oneself within an organization. I have built out the Playbook and would like to find up to 5 nonprofit leaders who would have an interest in auditing the prototype and providing me feedback to make sure I have not missed anything important. In exchange, one will have the opportunity to be one of the first to explore and learn from the material, help me shape its future, and receive the first-ever official "Drucker Institute Certificate for Rising Leaders in the Social Sector." If you have an interest or know of a great social sector person who may have an interest in this opportunity please send me an email at [email protected].

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How often do you tell your consulting clients what they truly need to hear? In the latest episode of the Consulting Success® Podcast, Jeremiah Shirk and I discussed what to ask clients to secure repeat work, why you should embrace radical candor with your clients, and how to think about your legacy in relation to the business you're building. Check out the full podcast with Jeremiah at the link below: https://lnkd.in/gAB6B43W #leadership #managementconsulting #clients #consulting #consultant #consultingsuccess

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"To read well is not to scour books for lessons on what to think. Rather to read well is to be formed in how to think." - Karen Swallow Prior https://lnkd.in/gSXiUBD4 #read #books #readwell #think #grow #bebetter

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Join us for a deep dive into 'Board of Directors: The Good, The Bad, and The Ugly.' In this live stream, we'll explore the realities of board governance in sharing insights into what makes a board thrive, the common pitfalls that can hold them back, and the warning signs of ineffective leadership. We will provide practical advice on fostering collaboration, setting clear expectations, and creating an impactful board culture. Discover how to maximize your board’s potential and navigate challenges with confidence! Want to create live streams like this? Check out StreamYard: https://lnkd.in/gjF7u6UB

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More nonprofits should explore social enterprise strategies to shift their financial model to growing earned income. Unrestricted gifts can provide critically needed capital to position the organization for this sustainable pathway. This interview shares vital insights on the broader value of unrestricted gifts. "One thing I really want to do through my research is encourage people to rethink how they fund. Instead of just going with project funding because “that’s how it’s always been done,” funders should think about their theory of change. What problems are they trying to solve? Is project funding really the best way to do that? When tackling big, systemic issues, unrestricted funding can be a better tool." Pamala Wiepking, PhD, Thank you to Anna Korzeniewska for this insightful interview article, "The Power of Unrestricted Funding"

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Navigating Mergers and Acquisitions with Boards Comprised of Functional Experts In the not-for-profit association space, boards are often comprised of distinguished experts in their respective fields—individuals whose deep subject matter expertise drives the mission and impact of their organizations. However, these boards may sometimes lack extensive business acumen, a reality that can present unique challenges when navigating complex mergers and acquisitions (M&A). Successfully closing an M&A transaction in this context requires a nuanced approach, recognizing that while these board members bring invaluable insights into their field, they may benefit from additional guidance in understanding the strategic and financial intricacies of such transactions. It is essential to approach this with respect for their expertise, while gently providing the necessary business context to support informed decision-making. Key strategies include framing discussions in a way that aligns with the board's mission-driven focus, simplifying complex financial details, and providing clear examples of how the transaction will enhance the organization’s ability to serve its members and achieve its goals. Engaging external advisors with both business and sector-specific knowledge can also bridge gaps, ensuring that the board feels confident in making decisions that are in the best interest of the organization. By fostering collaboration and mutual respect, associations can successfully navigate M&A transactions, ultimately positioning themselves for greater impact and sustainability.

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Scaling For Success: Why a Growth Mindset is Your Organization’s Competitive Edge In today’s hyper-competitive landscape, organizations looking to scale cannot afford to overlook the importance of cultivating a growth mindset. As highlighted in a recent article from Harvard Business Review, this is not just a trendy buzzword but a fundamental shift in how leaders and employees approach challenges, innovation, and personal development. Without a growth mindset, an organization risks stagnation, complacency, and ultimately, irrelevance. Here’s why this is critical and three actionable steps to embed this mindset into your organization. A growth mindset fosters resilience and adaptability. Two essential traits for scaling. When an organization prioritizes learning and development, it positions itself to continuously innovate and improve. This mindset drives employees to embrace challenges, persist through setbacks, and view failures as learning opportunities. For organizations, this translates into a culture that is agile, responsive to market changes, and unafraid to take calculated risks. Three Recommendations to Implement Promptly 1. Incorporate Growth Mindset Training into Leadership Development: Scaling requires strong leaders who exemplify and promote a growth mindset. Implement targeted training programs that equip leaders with the tools to model and reinforce growth-oriented behaviors. Leaders should be trained to encourage experimentation, celebrate effort over results, and foster an environment where learning from failure is not just accepted but expected. 2. Integrate Growth Mindset Principles into Performance Reviews: Shift the focus of performance reviews from static achievements to potential growth. Assess employees not just on what they’ve accomplished but on how they’ve developed new skills, tackled challenges, and sought out opportunities for growth. This approach aligns individual goals with organizational scaling objectives, encouraging employees to continuously improve and innovate. 3. Create a Culture of Feedback and Continuous Learning: For a growth mindset to permeate the organization, feedback must be frequent, constructive, and forward-looking. Establish systems that encourage regular feedback loops, peer mentoring, and continuous learning opportunities. Encourage employees to take on new challenges, even outside their comfort zones, and support them with the resources and guidance needed to succeed. For organizations aiming to scale, embedding a growth mindset is not optional; it’s essential. By developing leaders who champion this mindset, and integrating it into performance metrics, organizations can build a resilient, innovative, and adaptable workforce. The result? A company that not only scales but thrives in the face of ever-evolving challenges. https://lnkd.in/eZdGUATY

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I was recently invited to speak to a group of executives about strategy and innovation. One executive shared a story from her own firm that alarmed her. Her firm had developed a brand-new technology, and top leaders immediately announced sales targets to get it into the field. But the product had not been used by even a single customer. As she pointed out—her company was focused on the product it had built, rather than asking “What customer problem might this solve?” *** One of the most powerful ways we can link strategy to innovation is by using “the #Problem #Lens.” We can see this approach in each of the methodologies that I call “the Four Religions of Iterative Innovation.” #LeanStartup recognizes that most entrepreneurs begin with a solution in mind. So, the method starts by talking to customers to validate what problem your innovation could possibly solve. As my friend Bob Dorf always stressed, your startup has no chance of success unless you find a “top five problem” for your customer, to solve. #DesignThinking is rooted in the goal to define and solve problems that are human-centered, complex, and systems-based. Both #Agile Software Development and #ProductManagement design each of their cross-functional teams to solve a specific, persistent problem over time. Whichever religion you choose, the edict is the same: Focus on the problem you aim to solve—rather than on the product you think you might build... ▶▶ CONTINUE READING: https://lnkd.in/e8R_S25c 👉 GET THE NEXT ARTICLE in your inbox—by subscribing to my free Substack newsletter: https://lnkd.in/d9bhYxXb 📕 READ the BOOK: https://amzn.to/41U85dl  🔊 LISTEN to AUDIOBOOK: https://lnkd.in/gY8nqVem #strategy #innovation #digitaltransformation

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MOBY DICK and VENTURE CAPITAL: Most businesspeople in the SMB space have heard of venture capital but are unlikely to ever access it or have had much direct experience with it. The overwhelming majority of businesses were initially financed by founders, friends and families, and bank loans etc.  But the businesses that have the greatest impact on our lives in recent decades were made possible by venture capital. The businesses usually funded by venture capital are the technology companies that created astounding wealth. “ All of the six U.S. “hot stocks” of the current decade – Facebook, Apple, Netflix, Microsoft, Amazon, and Google, which form the acronym FANMAG – were venture-backed. Tesla and Uber are also pretty hot stuff, despite struggling to make a profit, and they, too, are funded by venture capitalists.”  VC firms didn’t formally come into existence until the end of World War II, but earlier antecedents can be found in the Industrial Revolution with the invention of the spinning jenny (which revolutionized textile manufacturing) and in an activity you might not associate with high tech venture capital: 18th century whaling. Every whaling voyage was a new venture and finding and killing “Moby Dick” was always risky, not only to capital, but life and limb as well).   If you want a concise, but excellent summary of the history and workings of this uniquely American financing miracle, check out this short article from the American Business History Center Venture Capital: A History which summarizes the excellent book "Venture Capital: An American History" by Tom Nicholas. If you're planning to scale your business, a peer group of CEOs can give you edge. Contact me at [email protected] to see if Vistage is right or you....and if you're right for Vistage.

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🌟 Attention Introverts: Elevate Your Networking Game! 🌟 If you're an introvert looking to boost your networking abilities, don't miss our upcoming 1-hour webinar. Hosted by the Society for Information Management (SIM)- Minnesota Chapter, with insights from Ben Passman and me, you'll discover practical tips for forging meaningful professional connections.

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How does resilience impact leadership? Check out the responses from 15 business leaders - yup, I'm one of 'em - in the below Chief Executive Officer article. Also keep an eye out for my upcoming interview on Kerry Siggins's Reflect Forward podcast where we explore resilience, trust, the perils of micromanagement, and more.

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On the topic of Change Management, Josh Zolin and I discussed how we can begin to rethink how we approach change to influence others to embrace and accept change in business and life.

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https://bit.ly/4c6ScFe I attended a recent AI Summit hosted by the The Executives' Club of Chicago. A recurring topic was the impact of AI on a company's formal organizational setup. There's talk among leaders and experts about introducing a new position called the Chief Artificial Intelligence Officer (CAIO) to oversee AI strategies, policies, and/or regulations within a company. However, this article presents some thoughtful arguments against establishing a CAIO role, advocating instead for distributing AI expertise across various functional departments within the company. Whether you lean towards one approach or prefer a combination of both, it's definitely a worthwhile read and food for thought! #AIStrategy #Innovation #FutureOfWork #AIIntegration

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This interview covers a wide range of issues, though there’s a particular focus on the difference between AI ethics in business vs. in academia. As a result, lots of tips in here for how to think about designing and implementing an AI ethical risk program in enterprise. https://lnkd.in/ekMeqXRk #AI #ethics #AIethics

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