Unless it’s backed by a culture of collaboration and execution, your strategy isn’t worth the paper it’s printed on. As Peter Drucker said, “Culture eats strategy for breakfast”.

Culture change starts at the top. Leaders must ask questions to understand what is needed from them to embed a collaborative, winning and high-performance culture:


o What behaviours and practices are required to achieve our strategy?

o How well do we demonstrate these?

o How are we embedding these within our organisation?

o What measures are in place to ensure they are happening consistently?


Consistent application of these behaviours and practises by your leaders will determine your culture over time. Crucial then is the recruitment, development and promotion of leaders.


So, what makes a truly great leader?


When analysing the research for his book “Good to Great”, Jim Collins found that leaders who ran great companies during the transition from good-to-great were Level 5 leaders.


Your leadership standard is defined by what Level 5 means for your business. To cultivate this level of leadership, four crucial elements are required:



Your leadership standard is defined by what Level 5 means for your business. To cultivate this level of leadership, four crucial elements are required:


1. Visibility – invest time to really engage your people and get to know them personally to understand what makes them tick

2. Engagement – lead with inclusivity, set your people up for success and help them grow


3. Humility – know the difference between self-confidence and arrogance, seek to add value to others, show gratitude for what you have and take responsibility for your actions

4. Grit – lead with courage, conscientiousness, perseverance, resilience and passion.


Longer-term high-performance starts with the right type and depth of leadership in your business coupled with consistency. Talk to us if you want to develop and implement this kind of leadership.


In the next blog post, we are going to explore how to create this consistency. If you’ve enjoyed this read, be sure to sign-up for our monthly newsletter bringing you tips, tools and the latest industry thinking https://www.2collaborate.co.za/subscribe


About the author:


Tjaart Minnaar, CEO and Leadership Development guru at 2Collaborate.


Tjaart has spent 35 years in business and consulting conceptualising, designing and implementing solutions to improve business and individual performance. The success has been highlighted by several of his clients winning Deloitte’s Best Company To Work For Survey, overall or in their industry categories.


Get to know more about Tjaart on LinkedIn https://www.linkedin.com/in/tjaart-minnaar/

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Updated: Dec 17, 2020

If the destination is crystal clear, the plan to get there may change along the way. Agility and the ability to execute changes to the plan, are the hallmarks of a successful organisation.


Developing and executing strategies that deliver real value for businesses and their stakeholders is at the top of every CEO's wish list. Yet, all too often organisations fall short of effectively translating their strategies into action and sustainable results.


Why is this the case?

  • not having a clearly defined destination;

  • a complicated plan without clear priorities;

  • too many initiatives at the same time

  • ineffective communication; and

  • misalignment, where employees don’t see the destination or don’t believe in what you are trying to achieve.

Let’s look at strategy development and implementation principles that work.


1. It is a cycle, not an event and needs to be a core Executive discipline in the organisation: Analyse, define, articulate, communicate, align, execute, reflect. Repeat.


Continuous Cycle with interlinking time frames

2. Keep it simple: Drafting the plan to get to the destination by breaking it down into achievable chunks (horizons) with clearly prioritised initiatives per horizon, indicating what success looks like and how it will be measured.


3. Articulation is key: Everyone in the organisation needs to “see the picture” and the benefit of reaching the destination, for them as individuals and for the organisation as a whole.


4. Communicate with purpose and honesty: Explaining the context, providing the details, regularly communicating progress and always telling the truth whether it’s good or bad.


5. Operationalise through employee engagement: Utilising performance scorecards across all levels in the organisation, sets the agenda and creates focus. Structured team meetings can then be used to engage everyone in regular goal-setting, devising action plans and reviewing performance – thereby creating a cycle to manage performance at a team level.


6. Success breeds success: Recognising and celebrating wins builds momentum and healthy internal competition to get to the winning line.


This combination of unified direction and alignment to common goals creates focus and is a key enabler in translating strategy into sustainable results.













Developing and executing strategies that deliver real value for businesses and their stakeholders is at the top of every CEO's wish list. If your organisation needs help defining and articulating strategy and aligning your people behind it, we are here to help.


In the next blog post, more about creating consistency in leadership practices and behaviours that will help set up a winning, high-performance culture.


If you’ve enjoyed this read, be sure to sign-up for our monthly newsletter bringing you tips, tools and the latest industry thinking.


About the author: Tjaart Minnaar, CEO and strategy expert at 2Collaborate. Get to know more about Tjaart on LinkedIN

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