Taking It to the Top | ||||||||||||
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Home > Executive Report > Features
Leaders in top-performing companies are capable in four areas — managing paradoxes, leading change, participative leadership, and leading by example. But even the best leaders need help from operational systems that balance, coordinate and align responsibilities, skills and strategy.
All leaders want to be part of a top-performing company. All employees do, too. And partners and customers seek out businesses that are at the top of their game, as well. It’s natural to want to spend our working hours engaged with dynamic organizations that flourish, not struggling ones that flounder. But have you ever wondered what makes a company a top performer? I have — and when my company did a research study on a related subject, we discovered some surprising answers.
Our research on how top-performing companies prepare for and manage change, and what they do to ensure they are able to execute plans and strategies reveals some interesting similarities and differences between the most and least successful companies.
First, the similarities between the two groups are striking. Companies in both categories can point to visions that employees believe are clear and strategies that are perceived to be realistic.
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