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Lighthouse exist to accelerate your roadmap from A to B through deploying leadership systems. We will utilise these systems to deploy with your teams in order to take your business to the next level. Complete the free Diagnostic Survey to get assistance, tools, frameworks, and process to take your team to the next level.

Free Leadership Diagnostic Survey

Everyone has time and performance pressure to deliver short term results but, right now so it’s a balancing act on short term tactics and long-term strategies to keep the businesses growing. To help you get started and to give you clarity, Lighthouse is offering a free leadership diagnostic for your business. It is 3 steps to understand where your business is at and where it needs to be;

  1. Complete this confidential and obligation free survey to tell us a bit about where you are today and where you would like to be.
  2. Fill in the last question of the survey to let us know in what day & time is best to have a 30 minute FROM-TO Roadmap Conversation
  3. We will contact you to unpack the results from the survey and make recommendations and next steps

Take your business from where you are today “A” to where you want to “B” and make FY21 a great one.

Leadership Diagnostic Survey

Advancing Leadership

One of the core reasons I started Lighthouse was a frequent observation:  if an organisation’s leadership is not stable, united and capable the organization fails to advance to the next level. We know from the research that 50% of the variance in organizational performance comes back to Leadership. Put simply, if you want to grow the business you must grow leaders.

Every business must understand how to successfully appoint or select people into leadership roles and clarify what areas individual leaders should advance in to be successful.

To assist with these important topics, this whitepaper illustrates the key transitions required to advance in leadership roles and discusses the transformation needed to progress to enterprise leadership.

Leadership Pipeline

As we progress in our career from managing self, to managing others, to managing teams, to function or department, to business unit, to then leading an enterprise, there are key transitions we need make to be successful.

We refer to these as “Turns”.  Just like turns in the road there are changes that must be made. Three elements must change at every turn: our Values, our Time and our Skills.  Put simply if we valued our own achievement as technical or functional specialists, we need to value the achievement of others more as we progress into more senior roles. If we spend 60% of time with customers managing a department, as we progress to leading a business that time is likely to drop and more time is spent with other stakeholders. As we progress the skill of judgement and decision making becomes more significant. In fact, people described as decisive are 12 times likely to be high performing CEO’s.

The key point here is that change needs to happen. What got you to where you are is not going make you successful in your next role. You need to make a conscious choice and plan about what you will start doing, what you will stop doing, and what you will continue. Each turn requires a fundamental reframe: you are getting out of one car into another, you are consciously elevating yourself to reorient your map.

We know from research by CEB that only 12% of leaders are effective Enterprise Leaders. So, what do we need to see and consciously advance to be effective Enterprise Leaders?

Building your Leadership System

First, you need a system, a system to help re-orient your map. At Lighthouse Group we advocate a system that includes five core elements:

  1. Mindset shift is changing your view from being an expert in your function or business unit to thinking on behalf of the whole enterprise. To understanding and valuing the whole value chain and what outcomes that chain enables for your customers and stakeholders.
  2. Behaviour shift is being open to change. To unlearn and relearn what will help you be successful in your new role. It is to seek advice and input from others. To move from being the expert to leading experts.
  3. Skill and capability shift is strategic thinking. Can you both “hover” and “dive”, shift levels from the detail to the big picture?  Can you identify the patterns that are driving the organisation as a system? Understanding systemic cause and effect allows you to not just respond to the problem or noise – but fix the system so there is a sustainable and repeatable solution.  The last is perspective-taking: can you see the world from the different stakeholder perspectives to consider the likely reactions and then make the right trade off decisions based on priority?
  4. Process and Structure –
  5. Evolving process and structure requires adjusting how you allocate your time. Your emphasis will shift from the “vertical” team to the “horizontal” (enterprise) team. Engaging key functional leads as strategic business partners, rallying your peers as colleagues, and getting to know different customer groups
  6. The tools you want to leverage are ways and methods to augment communication and engagement across the enterprise at a different level. Tools to help Align the enterprise to a compelling direction, focus and way of being all explicitly communicated in a clear enterprise plan
Influencing a growth mindset

Research proves that CEOs who excel at adapting are 6.7 times more likely to succeed. So, if you are responsible for transitioning someone into an Enterprise Leadership role, in terms of weighing up the persons desire and ability to adapt, how can you influence a growth mindset?

One of the best ways is to externalize the person to the unknown. To meet new customers in different product lines, to interview business partners to understand the core problems, to meet with high potentials to test solutions and the agenda. To externalize through other companies that have been through a similar growth phase, to seek feedback from peers on what needs to personally change.

This process, ideally in advance of an appointment will help demonstrate inclusivity, empathy, openness and invite greater approachability. It will also help formulate a plan; a vision, an agenda, reflections on what need to change personally. This can be observed and added to by key stakeholders to invite feedback on where the person needs to be more courageous, who they need to collaborate with to create a compelling future.

The key to the transition is recognizing that the stakeholders have changed, which means the leader needs to change to create a successful next chapter for the organization.

About Lighthouse

At Lighthouse Group, we love working with leaders who recognize they need to make a change. We provide leadership systems to accelerate the path to success. We typically start with a FROM -TO Roadmap to guide your path to success. Please contact us if we can help you advance your leadership.

Call 1300 244 373