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The Pivot

Orchestrating Extraordinary Business Momentum

Notes by Frumi Rachel Barr, MBA, PhD. Author:LoriMicheleLeavittPublisher:AbrigeMediaCopyrightyear:2017ISBN:978-0-9990336-1-6Author’sBio:LoriMicheleLeavittisfounderandPresidentofAbrigeCorp.Herleadershipservicesaredeliveredthroughbusinessandperformancecoaching,leadingpeergroups,andconsultingforM&Aduediligenceandturnarounds.Abrigesoftware,brandedasAlignedMomentum,hascatalyzedmomentumfororganizationswiththousandsofemployees.HerremotemonitoringcompanywasthefirsttoenablecashlesswatervendinginAfrica.Lorispeaksglobally,togroupsfrom10to2000onperformancemomentumandculturechange.ShehasanMBAandcertificationsinspeaking,coaching,facilitation,managementaccountingandfinancialmanagement.HerfavoriteroleisasEmily’sMom.She’sproudtobeaRotarianandiscurrentlyamemberoftheRotarye-ClubforWorldPeace.Lorilovesadventure,strategy,creating,connectionanddeepconversations. Authors’bigthought:Itispossibleforanybusinesstobevibrantandnimble;highlyvalued,aheadofthecompetition,andagreatplacetowork.Beingvibrantandnimbleisalsopossibleforanypersonincludingyou,theleader.Mostofusneedafewconcretestepstogetusmovingforward.Thisbookprovidesguidanceandbestnextstepsforyouandyourbusinesstotakefromwhateverpositionyouareintoday.Thisbookisyourcatalystforgainingmomentum.Recommendation:Thissummaryismeanttowhetyourappetite–Icannotpossiblydothisbookjustice.ThePivotisanamazingandpracticalbookwithmanyvibrantstories,diagramsandrecommendationsforhowtopivotfromwhereyouarenowtowhereyouwanttogotobeanimblefocusedandextraordinarycompany,Notes:Introduction:

§ ThePivotdescribesamethodforreadyingmanypeopletoinitiatechangesthatinalignmentwiththeorganization’sstrategy.Andthat,overtimeandwhenwell-orchestrated,generateextraordinarybusinessmomentum–evenperformancebreakthroughs.


§ WhenyouseePivot(capitalized)inthefollowingpagesyouwillknowthatitreferstoamethodtocarefullyplanstrategicchange.Whenyouseepivot(lowercase)youwillknowthatthisreferstoanattemptedturn–on-a-dimechange.

§ Apivotmaybeheroic,egotisticand/ordesperate.Itisalwaysreactive,§ ThePivotisnotaturnonadimepivot,whichmaybeperceivedasheroic,butisrarelysuccessful.E.g.

ErnestShackletonbestknownforhisImperialtrans-ArcticexpeditionontheshipEndurance.(Leavitttellsthestoryexceptionallywell).

§ Areyoutheherowhoallowsrisktobecomeunbearablesothatyoucansavetheday?Orareyoureadytotakeupthegauntletoftrueleadership,andtheorchestrationofextraordinarybusinessmomentum?

§ Agreatleaderfeelsnoneedtobethehero.Agreatleaderbuildsateamandsupportsthembeingaherointheirrole.

§ ThebetterwaytosucceedwithchangeistoPivot,withtheleaderorchestratingmanysmallshiftsmadebywell-preparedpeoplewhohavebeenempoweredbyknowledgeandresources.

§ Alignmentisrealizedthroughsmallshiftsthatkeepbringingbusinessperformancebackontrackwithstrategy.

§ Toenableahealthyculturerequiresleaderswhocareaboutbringingothersacrossthefinishlinewiththem.ThisisaculturewithAlignedMomentum.Alignedmomentumallowsyoutobuildleadershipatalllevelsintheorganization:Itreengagespeoplewhoarenotperformingattheirbest;itopenslinesofcommunication;itallowsstrategytoinspirechangeorganization-wide;and,itresultsinthecompanybeingcommitted,collaborative,innovativeandquick.WhenAlignedMomentumthrivesinyourorganization,youwillexperienceextraordinarymomentum.

§ Asaleader,youwanttogainandsustainmomentuminyourbusiness.Youknowthatyouneedalignmentsothatmomentumleadstoasharedvision.Toexecutebrilliantlyandmakebreakthroughspossibleasyoumoveforwardtogether,youwillorchestrateThePivot.

§ Inthefollowingchapters,LeavittwillsharethesixAlignedMomentumKeyIndicatorsthatindicatethatyourbusinessispositionedtogainorsustainmomentum:

Indicatingbrilliantexecution:

1. Clarity–gettingclear,beingclear(aboutstrategy,includingvision,purpose,valuesanddirection).

2. MasteryMindset–opengrowingmind3. NimbleDecision-making–bestnextstep.

Indicatingreadinessforabetterfuture:4. StrategicThinking–playthemovie(thinkthroughtothelikelyendbeforeajudgementcall).5. TalentAdaptability–rolesfirstrategy6. Coaching–managerascoach.

Part1:SettheStageChapter1.AlignedMomentum

§ AculturewithAlignedMomentumindicatesthebusinessisnimble,andabletoPivot. § Withawell-orchestratedPivot,extraordinarymomentumandperformancebreakthroughsbecome

possible; otherwiseyourbusinessfacesincrementalimprovementonly,andisatriskforastall.§ Tomaintainalignment,changeisoftenrequired.AlignedMomentumisnotaboutfixingthosewhoare

notmeetingyourexpectations.AlignedMomentumispossibleonlywithyourtrueleadership,fullcommitmentandparticipation.


§ Takingbestnextsteps,andchange,towardadesiredfuturewillinvolvetakingsomestepsthatdon’tworkout.

§ Youhavealignmentwheneveryemployeeisclearabouthowtheirperformanceimpactstheorganization’sperformance.

§ Youhavemomentumwheneveryemployeeistakingtheirbestnextsteptowardfulfillingstrategicobjectives.

§ AlignedMomentumdescribesaworkplacewherepeopleandthecompanyarealigned,andgainingmomentuminmeetingstrategicobjectives.

§ Torealizeyourstrategy,andevenbeforeattemptingaPivot,youmustensurethateachpersonyouarerelyingontoexecutebrilliantlyknowstheyarevaluedandtrustedintheirrole.Theyknowthatapersonwhocaninfluencetheirsuccess(typicallytheirmanager)caresthattheyaresuccessful.Theyalsoareempoweredtoinitiatechange. Then,createaboldstrategythatfitsthepurpose,that“whydoweexist,”foryourcompany, andgetveryclearabouthowyouwillcommunicateit,whatsuccesslookslike,andwhatprogresslookslike.

§ TheseKeyIndicatorswillhelpyoutrackprogresstowardAlignedMomentum:o Clarity,MasteryMindset,NimbleDecision-making,StrategicThinking,TalentAdaptabilityand

Coaching.§ AlignedMomentumexistswhen:

o peopleknowtheyarevaluedandtrusted;o thestrategicplan(strategy)isboldandpurposeful;o peopleareclearaboutstrategyandtheirpartinit;o excellinginone’srolealsomeetspersonalgoals;o theAlignedMomentumKeyIndicatorsarestrongandconsistentacrossthecompany.

§ InaculturewithAlignedMomentum,changesinitiatedbymany,alignedwithstrategyandwell-orchestratedinaPivotcanleadtobreakthroughperformance.

§ Chapter2.MasteringthePivot§ ThePivotisawell-orchestratedchangeovertime,comprisedofsmallerchangesorshiftsinitiatedby

manypeople.MasteringThePivotiscriticaltoextraordinarybusinessmomentumandmakesperformancebreakthroughspossible.

§ AsuccessfulPivotisplannedandwell-orchestrated.Theleaderorchestratesthemanychangesthatempoweredandstrategicallyclearemployeesinitiate.

§ ForthepurposesofachievingAlignedMomentum,youwanttothinkofaPivotassmallshiftsmadebymanypeoplethatonlyappeartobeasingleshiftbecausetheyaresowellorchestrated.

§ ThePivotdoesnotinvolve:-turningonadime;-ashowofheroismorofdesperation;-top-downcommanding,oreventellingorselling.

§ Onceyourcompanygrowsbeyondthesmallstartupphase,turningonadimeistrulyanactofdesperationandrarelyworks.

§ AlignedMomentumisaboutaligningpeopletodotherightthingsinsupportofstrategy.TheleastpainfulandmosteffectivewaytoachievethisistoenableThePivotinyourcompany.Thistakespreparation.Theterm“weaving”isusedtocreateavisualofeffectivePivotpreparationandtheongoingattentiontosustainit.

§ IfyouwanttomasterThePivot,youmustpayattentiontothefoundationbeforeyoustart.Mastersdothework.Theyarepreparedandtheypractice.BeingculturallyreadyiscriticaltomasteringThePivot.

§ TheAlignedMomentumKeyIndicatorskeepyouontrack.Beforeyoustart,youwillenablethreeculturaltruths:


§ i.Itissafetostepupandspeakout.Asafecultureisonewhereeverypersonknowstheirmanagerhastheirbackandwantsthemtobesuccessful.

§ Everyemployee,evenanexecutive,needsamanagerand/oracoachdiscoveringwhattheywantandholdingthemaccountableinawaythatshowstheycareaboutthatemployee’ssuccess.

§ ii.Employeesareempoweredtoinitiatechange.Empowermentrequireslettingpeoplebe,andgivingthemthetools,directionandsupporttodotheirbest. Anypersoncanbetrainedtothinkstrategically. MasteringThePivotincludescreatinganorganization-wideprocessbywhichemployeescaninitiatechange.

§ iii.Strategyisclearlycommunicated.Communicateforunderstanding.Observe.Listen.Communicateagain,adifferentway.Andagain…

§ Asaleader,youorchestrateperformance.Orchestratinginvolves:-creatingafocalpointratherthantellingpeoplewhattodo;-ensuringclarityforeachindividual,and-inspiringthroughvisionratherthanwork intervention.

§ Pivotasaleaderfromcomplacencytomastery.MasterleadershipandThePivot.Chapter3.ChangetheContext

§ Youcan’tchangeaperson,butyoucanchangetheircontext.§ Inanorganization,eachemployee’scontextisoftendefinedbythatorganization’sstructure,theirrole

initandthesocialnormsofthatworkplace.Howanorganizationisstructuredinfluencesthosewhoworkthere.

§ AcommonimpedimenttoAlignedMomentumishavinganorganizationalstructurethatnolongerservesyouoryourpeople.TobenimbleinyourbusinessbepreparedtoPivotandadaptstructuretobestfitpeople,work,andstrategy.

§ Envisionthestructurethatwillbestfityourstrategy.§ Theseorganizationalstructuresarecommonandmayhelpyouenvisionthestructurethatwillbeyour

bestfit:-Hierarchy-Matrix-Flat-Open.HierarchicalStructure§ Ahierarchicalorganizationalstructurehasbeeninuseinbusinessfordecades.Thisstructurelends

itselfwelltoefficientone-waytop-downcommunicationandsupportspredictabilityandrepeatabilityofdailywork.Bottom-upcommunicationispossiblebuttypicallyveryslow.

§ Thehierarchicalstructureismeanttoyieldconsistency,predictabilityandminimizerisk.Decisionsaremadeatthetopandcommunicateddownwardthroughlevelsofmanagementtoallemployees.Somebenefitsofhierarchicalstructurearethatreportinglinesareclearandcareerladdersareclear.

§ AlignedMomentumcanliveinahierarchicallystructuredorganizationifmanagerscultivateasafeworkplaceculture.

MatrixStructure§ Amatrixorganizationalstructureweavesprojectorproductteamsintothehierarchy.Employeesstill

havetheirrespectivefunctionaldivisionsandamanagerofthatdivisiontoreporttoandturntoforcareeradvice.Butformanyemployees,theirdayinvolvessignificanttimeononeormoreprojectorproductteams,alongwithemployeesfromdifferentfunctionaldivisions.Thereisareportinghierarchyandalsocross-functionalteams.

§ Collaborationhappensmorenaturallyinamatrixstructure,comparedtoonethatisonlyhierarchical,duetothenecessarycommunicationacrossdivisionsforproductorprojectwork.

§ Settingandcommunicatingprioritiestoemployeescanbemorecomplexinamatrixthaninahierarchicalstructure.

FlatStructure


§ Aflatorhorizontalorganizationalstructurehasfewermanagerscomparedtoahierarchicaloramatrixstructure,andahigherdegreeofautonomyforall.Inthepuresttranslationsofaflatstructure,allemployeesareempoweredtomakeimportantdecisionsforthecompany—thatis,theyfollowthemodelofindividualself-management.

Open(orNetwork)Structure§ Anopenstructurepullstheinformalnetworksthatformeveninatraditionalhierarchy,infuses

organizationalauthorityintothosenetworks,anddropsthehierarchicalstructure.Mostoftenthereareafewmanagersorteamleadsinanopenornetworkstructure.

§ Theaimsofadoptingthisorganizationalstructureinclude:•thestrengtheningofsharedvalues;•free-flowinginformationandfeedback;•NimbleDecision-making;and•rewardingpeoplebasedontheirmeritsanduseofaMasteryMindset,ratherthanonposition.

§ Anopenstructureiscomprisedofteamsgroupedintomultipleandoftenoverlappingcircles.Anemployeemaybeonseveralteams,andteamscanformanddisbandbasedontheworktobedone.Oftenakeycomponentofasuccessfulopenstructure,onethatbestavoidsemployeeconfusion,isself-direction.

§ AlignedMomentumexistswhen:•thestrategicplanisboldandpurposeful;•peopleareclearaboutthedirectionandtheirpartinit;•peopleknowtheyarevaluedandtrustedintheirrole;•excellinginone’sbusinessroleresultsinfulfillingone’sintrinsic,personalneedsandgoals.

§ TherearePivotsyoucanorchestratetobringmorenimblepracticesintoyourorganization,withoutanychangeinitscurrentstructure.

§ Pivotswhenstructuredasahierarchy:o Pivotfromtop-downcommunicationtoamorelateralcommunicationstyle.o Pivotfromcommandertocoach.o Pivotfromtraditionalperformancemanagementwithonlyinfrequentreviewstofrequent

performanceconversations.§ Pivotswhenstructuredasamatrix:

o Pivotfromconflictingmanagementstylesanddirectiontoteamleadswhoareexpertresourcesyetwillleavemanagementofpeopletoeachemployee’sfunctionalmanager.

o Pivotfromknow-it-allfixedmindsetstoMasteryMindsets.o Pivotfrommanagingworkandrolestomanagingpeoplewithmanagerswhoaretrainedto

coach.§ Pivotsforbothflatandopenorganizations:

o Pivotfromnotraditionalmanagementrolestomanagers-as-coaches.o Pivotfromdisparateteamgoalstoteamsalignedtowardsharedstrategicobjectives.o PivotfromlackofClarityindirectionwhenself-managedtosomestructureofpeers-as-

partnersormanagers-as-coachesthatsupportsClarityandaccountability.§ Onceyouhaveaclearvisionoftheorganizationalstructurethatwillbestsuityourbusinesstoexecute

itsstrategy,youarereadytogainmomentum.Chapter4.GainingMomentum

§ Whenmomentumbuilds,breakthroughscanhappen.§ Abreakthroughisadramaticachievement.Itmayseemlikemagic—aninstantaneoussuccess—yet,in

fact,abreakthroughusuallycomesafterintentionalfocusandconsistentefforthavebeenappliedoverseveralyears.


§ Businessbreakthroughsmostoftenhappenthroughpeople.Onlywhentherightpeoplearecommittedtoachievingthebestresultspossibleinlinewithasharedvisioncanbusinessbreakthroughshappen.

§ Businessbreakthroughsmostoftenhappenthroughpeoplewhentheyarecommittedtoasharedvision.

§ Commitmenttoasharedvisionisstrongestwhentheworktobedoneisalignedwithanindividual’spurpose(personalandprofessional).

§ Feelingengagedandaliveshowsupascommitment.§ Breakthroughsaren’tmagic,yettheydefylogic.They:

o happenwhenthefocusisonthefuturewithaclearvision,withoutknowingexactlyhowtogetthere,andwithouttellingeveryonehowyou(theleader)expectthemtogetthere.

o don’thappenwhenapplyingatraditional,logical,history-basedapproachtomovingforward.§ PersonalBrandAlignmentistoooftenoverlookedinbusinessstrategyandorganizationalstructure.

However,togeteveryindividual alignedandpartofyourbusinessmomentum,theymustbepersonallyinvolvedandinvested.

§ Whenthequestionsrelatedtoaccountability,commitment,trustcanbeansweredwithease,yourworkplacecultureisprimedforsuccesswithAlignedMomentumandThePivot.

§ Whatisrequiredto“SettheStage”forThePivotandAlignedMomentumiscommitmenttoClarityaroundwhatprofessionalandpersonalsuccesslookslike.

§ Committingtoachangerequireschoosingtochange.§ WhenpeoplehaveaMasteryMindset,areAdaptable,andhavetheskillstomakeNimbleDecisions,

they’llcommittoyourboldnewstrategymorereadily,andchangewillcomemorenaturally.§ Today,atop-downstructurecanbecomeastrangleholdifnotadaptedtotherealitiesoftheglobal

marketplace.§ Tostrengthentheinternalandexternalnetworkspoweringyourbusiness,knowledgemustbeshared

andtheindividualssteppinguptoleadthroughoutthecompanyneedtobeabletocommunicatechangequicklyandclearly.

§ ToexperienceAlignedMomentumthe leaderandleadershipteammustPivotfromwieldingpowerbasedonauthoritytohavinginfluencebasedonpositivemodeling.

§ Simplifywhatittakestoorchestratechangebysteppingbackandletting youralignedandengagedemployeesreachperformancebreakthroughsnaturally.

§ Ifyourcompanyisnotkeepingupwiththemarketorthetimes,thefirstPivotmayhavetocomefromyou.

o Alignyourpersonalvision,valuesandstrengthswithyourbrando Alignyourbrandwithadefinitionofsuccesso Alignwithyourrole

§ Rigiditycanleadtoalackofemployeeengagementoreventodisengagement;itdrainsenergyandleavesnoroomforindividuality.Notfeelingcommittedtoone’sworkdrainsacompanyofitsmomentum.

§ WeavingPersonalBrandAlignmentIntoYourCulture:o Keepjobdescriptionscurrent:includingyourso Staycalmduringchangeo Aimpersonalambitiontowardmastery,notperfectiono Understandbeliefsystems


§ Theleadermustmodeltheway.You(theleader)create“thetoneatthetop.” KnowingthatyoucangenerateextraordinarymomentumandcreateperformancebreakthroughsinyourbusinessshouldbemorethancompellingtoorchestratePivots.

Part2:SharetheVisionChapter5.Clarity

§ Clarity,asdefinedforAlignedMomentum,isthequalityofbeingclear,asinthequalityofbeingcoherentandintelligible,ofbeingeasytosee,andofbeingcertain.Inbusiness,youmustgetclearaboutwherethecompanyisheaded,andthestrategy,andthenyoumustbeclearwhencommunicatingthistootherssothattheymightexecutebrilliantly.

§ ClarityisthemostcriticalAlignedMomentumKeyIndicator(andmeritsafullchapter).§ Ifwell-meaningpeoplearenotclear,theywillfirstdotheirbestatwhatevertheythinktheyare

supposedtodoandthentheymaygetfrustrated,createconflict,etc.§ Totakethebestnextsteps,youneedtohaveaclearvisionanddirection,andyouneedtogetclear

aboutwhereyouarerightnow.GapAssessmentcanhelp.Assess,thenclosethegapbetweenwhatisandwhat’sdesired.

§ Ifadecisionconsidersachangeorstate,from____to____,thentheDefineandDiscoverphasesofGapAssessmentwillserveyou.

• Don’tskipastepinthegapassessmentprocessdescribedinthisbook.• Don’ttellorsellwhatisorwhatisdesired.• Don’tassumeyouknowwhatis.

§ GapAssessmentisatoolforThePivot.Ithelpsyoudiscoveracurrentstateandensuresyoureceivefeedbackinaniterativeprocess.

§ Leadersneedtoclearlycommunicatestrategy(includingthevision).Articulateyourvisionina

straightforwardstatementthatallemployeescanunderstandandidentifywith.Avisionstatementdescribesyourorganizationinitsfuturesuccessfulstate.Itcreatesamentalimageofwhattheorganizationwishestoachieveovertime;somethingtobecomeratherthansomethingyoualreadyare.

§ Tocreateasharedvision,thevisioncreatedbytheleaderorleadershipteammustengageallemployees.Itisthesharedviewofthefuturethatwillthenbebroughtbackintothepresenttoformpartofthebusiness’sstrategicobjectivesandquarterlypriorities.Whenthevisionistrulyshared,employeeswillexecutethecompany’sstrategicprioritieswell.

§ Assessyourvisionstatementwiththreecriteria:1. Isitsimpleenoughtobecleartoanyone?2. Isitpurposefulinawaythatstrengthensalignmentbetweenstrategyandwhatpeopleare

excitedtodo?3. Isitlikelytoinspireastep-up,evenabreakthrough,inperformance?

§ Themeshelpsimplifycommunicationofthebestnextstepclosertoyourvision.§ Atrueleaderdoesn’tleveragepowerofauthoritywhensharingavision,butratherseekstopositively

influenceothersintoaction.§ Aclearlycommunicatedstrategy—vision,directionandexecutionplan—enablestherightthingstobe

donerightandintherightamountoftime.Howyoucommunicatewillhaveasignificantimpacton


howwellthestrategyisexecuted.Consideryourcommunicationstyleandthecompletenessandfrequencyofyourcommunication.Youwillbemodelingthewayforothers.Then,youorchestrateThePivotthroughoutyourorganizationbyfirstempoweringmoreleaders,soyouwillhavegreaterconfidenceintheirabilitytocommunicate.You’veshownthem,andwillcontinuetobeamodelof,howtobeaninspiringcommunicator.

§ Managersandtheirteamsmustgetclearonhowtobestexecutethestrategy.A2015Gallupsurveyof

Americanworkersfoundthatclarityofexpectationsisthemostimportantassetofagoodmanagerandthatemployeeswhomeetregularlywiththeirbossarethreetimesmorelikelytobeengagedonthejob.

§ YoucanorchestratePivotsstartingtodaytogainClarity.Oneofthefollowingmayleadtoastepupin

performanceforyourbusiness.§ PivottoaCultureofTrustasaculturalcorevalueornorm.Clarityisnoteffectivewithouttrust. To

buildtrust,shiftfromonlytellingmanagers(directlyorindirectlyviatheirbudgets)whatneedstogetdone,toincludingmanagersandcoachingthemtoidentifytheirfitandtheirteam’sfit.

§ PivottomoreEffectiveManagementMeetings.Aneffectivemanagementmeetingbringspeerstogethertoworkthroughchallengesandopportunitieswithaclearagenda,facilitated(evenifbyaselectedpeer),consistentlyscheduled(preferablyonceamonth)andheldwithinanenvironmentoftrust. OnePivotisfrommanagersbattlingfortheirshareofbudgets,visibilityandmeritpooldollars,tocollaborationofpeerswhoseeksuccessforeachotherwithinandfortheorganization.

§ PivottotargetedTrainingforAlignedMomentum Aligned Momentum training develops Clarity, MasteryMindset,NimbleDecision-Making,StrategicThinking,TalentAdaptability,andCoaching.

§ Trainingforthese“soft”skillsrequiresadifferenttypeoftrainingthanistypicallyofferedtoemployees;thistrainingrequirespowerfullyfacilitatedinteraction,preferablyinasmallgroupofnon-competingpeers.Pivotfromfocusingonskillsandknowledge,toembracinganddevelopingthewholeperson.

§ PivottoaCoachingCulture.AlignedMomentumneedstobesupportedbygreatmanagers.Thebesttrainingtogrowperformance-coachingskillsistobecoached! ProvideyourmanagerswithcoachingsothattheymightPivotfrommanagingworkandprocessestomanagingpeople(anddelegatingtheworkandprocessestotheteam).Trainyourmanagerssothattheycancoachtheirteam.Rememberthatcoachingformanagersandbymanagersforemployeesisafirststepincreatingaculturewhereeveryoneknowstheirmanagercaresabouttheirsuccess.SuchacultureisonewhereAlignedMomentumthrives.

§ Pivottoacomplete,accurateandstreamlinedInformation&CommunicationFlow.Pivotfromrandomreportingofwhatwasdone(regardlessofpriorityoralignmentwithstrategy)tomoreeffectivemeetings,performancemeasurement,andcommunication thatbettercapturesalignmentandengagement,informationtechnologythatbetterenablescollaboration,organizationalstructureanddesignthatcanmoveyoumorenimblytowardyourvision,andreportingtoclosethegapbetweenthewisdomofseniorleadersandthetalentallthewayoutattheveryedgesofyourorganization.

§ PivottoamoreNimbleOrganizationalStructure.YourPivotmayrequireyoutoinstituteamoreoptimalstructureforyourorganizationthatisbasedoncurrentneedsandtheforeseeablefutureratherthanthepast.PivotingtowardAlignedMomentumisaformoforganizationalredesign:astep-by-stepmethodologywhichidentifiesdysfunctionalaspectsofworkflow,procedures,structuresandsystems,andrealignsthemtofitcurrentbusinessrealitiesandgoals,andthendevelopsplanstoimplementthenewchanges.


Chapter6.FocusedandSimple

§ Brilliantexecutionofstrategyrequiresmorethanmeasuringproductivity.Beingbetteratwhatwasdonelastyearrarelyleadstomeetingstrategicobjectives.Inadditiontobeingfocused,youneedtobenimble.

§ Thosewhoaresuretheyknowwhattodocanfocus.Buttheymaynotbeinalignmentwithyourcompanyorhelpingyourcompanygainmomentum.Theyarefocused,yettheyarenotnimble.

§ Acapabilitythatbestensuresyourbusinessisbothfocusedandnimbleis“strategicfocus.” § Tobebothfocusedandnimble,empoweremployeeswithaclearunderstandingofstrategyandtheir

roleinit.Givethemauthoritytoadaptworktostrategy.§ Theattitudesofamanagertowardemployeesareofprimaryimportance.Employeesshouldbeableto

trustthemotivesandintegrityoftheirsupervisors.Itistheresponsibilityofmanagementtocreateaproductiveenvironmentwherethecompany’svaluesflourish.

§ Businessmomentumisextraordinarywhenitisgainedswiftly.Businessmomentumisalsoextraordinarywhenitismaintainedoverthelongterm.

§ Growthstrategiesandfocusingonwhatiscoremustco-exist.APivottoaligning(andre-aligning)

measurementwithstrategyIfyoufindyouarefocused,butonthewrongthings,youmaythenfindthatwhatisbeingdoneisnotmeetingstrategicobjectives.Focusismissingoritisappliedtothewrongtargets.ThemostcommonPivotforbetterfocusandexecutionistomovetowardre-definingmeasurementandtrackingtoalignwithcurrentstrategicobjectives.

§ Growthstrategiestypicallyrequireahighdegreeofthoughtfulandbroaddiscernment,especiallywithrespecttoanypotentialimpactonculture.

§ Thinkingyouknowitallisnotthesameasbeingnimble.§ Ifyou’velostfocusconsideraPivotto:

• measurementthatisalwaysalignedwithstrategy;• moreeffective,collaborativemeetings;• growth-for-growth’s-saketoalignedgrowth(toensurethatgrowthbyacquisitionneverharms

whatiscoretoyourpurposeandperformance);• frequentperformanceconversationsfor Clarityandaccountability;• morewaystogainClarityaboutstrategicfocus;• thedisciplinerequiredtoleadagreatcompany.

§ Ifwhatthebulkofyouremployeesdothisyeariswhattheyhavetraditionallydoneyearafteryear,itistimetoweavenimblepracticesintoyourbusiness.

§ Whenleaderssettherighttoneandpath,workwithmanagerstosetpriorities,andthencommunicateandfollowthroughwithmanagerswhoareskilledinexecution…therightthingsaredoneright.

Chapter7.ChangetheSocialContext

§ Therealityis:Somepeoplewillresist.§ Youcan’tchangeaperson(theymustchoosetochange),butyoucanchangetheircontextatwork.§ Topositionyouremployeesforsuccesstheyneedtonotonlybeclearaboutwhattheyareexpectedto

do,theymustalsobeclearabouthowtheyareexpectedtobehavewhileatwork.§ Belief:Beliefisthestateofmindinwhichoneacceptssomethingtobethecase,withorwithout

empiricalevidencetoprovethatsomethingisthecasewithfactualcertainty.Whatyoubelievedriveshowyouviewtheworldandyourplaceinit.


§ Mindset:Whatyoubelievetobetrueaboutyourselfandhowlifeis,andwillbe,foryou.Itisaboutyouandyoualone.

§ Peoplehaveeitherafixedorgrowthmindsetandthisusuallystemsfromwhattheyweretoldandwhattheyexperiencedwhilegrowingup.Ingeneral,apersonwithagrowthmindsetbelievestheycandeveloptheirabilitiesthrough dedication,hardwork,andlearningfromothersandtheirmistakes.InthelanguageofAlignedMomentum,wecallthisaMasteryMindset.Apersonwithafixedmindsetviewstalentasinnateortheyviewthemselvestodayasthebesttheyaregoingtoget;theyaren’twillingtochangeorgrow.

§ Considerwhatyouintendtoexperienceovertherestofyourlife,andthelegacyyouwishtolive(notjustleave).

§ Intention:Anintentionmindfullydrivesaction—whatyoudo,create,andgenerate.Comparethistohope:hopeisastartingpoint,butdoesnotshapeyouractions.Intentioncangenerateactioninhowitguidesyoutopayattentiontosomethingorsomeone,andsometimesindirectly,almostasif byluck.Intentionscanalsobeblockedbybeliefsthatdrivebehaviorsthatruncountertoyourintentions.

§ Habit:Ahabitisamindlesslyrepeatedaction.Youwantgoodhabits.Youalsowanttobeawareofallyourhabits,soyoucandecideiftheyarestillservingyou.Repetitioncausesashortcutinthebrain.Ifwhatyousayyouintendtodoisnotgettingdone,perhapsyouhaveahabitformedfromabeliefthatisnolongerservingyou.

§ Value:Avalueisformedbasedonwhatyoubelievereflectsthe“right”behavior.Yourvaluesguideyouinyourpersonalandprofessionallife.Acompanyhasvaluesaswell,andtheseareoftenoutlinedasasetofcorevaluesorasabasisforhowthecompany,itsleadershipandemployeeswillbehaveatwork.AtrueleaderI’ve

§ Understandingthateachpersonhasenteredyourworkplacewiththeirownbeliefsystem,values,

mindsetandhabitswillhelpyoubeclearaboutwhatyouexpectoftheminyourorganization.o Yourbeliefsbecomeyourthoughts,o Yourthoughtsbecomeyourwords,•Yourwordsbecomeyouractions,o Youractionsbecomeyourhabits,o Yourhabitsbecomeyourvalues,o Yourvaluesbecomeyourdestiny.

§ Youmayhavehabitscreatedfrombeliefsthatnolongerserveyou.Self-discoverywillhelpyoubecomeawareofthesebeliefsandhabits.Thentherearestepstotaketoreplacethosehabitswithonesthatbetterserveyou.Youmayneedtoshedalong-heldbelief.

§ Leaderscanleverageatrustedadvisorand/orpeergrouptohelpthembecomeawareof,andadjust,beliefsthatare showingupashabitsthatdonotservethem.

§ Leaderscanbenefitfromgoodhabitsthatruninthebackground,almostmindlessly.§ Legacy:Theimpactorinfluenceyouhaveonotherswilldeterminehowyoumakethemfeelandhow

theyrememberyou.ThisiswhatlegacymeansinthelanguageofAlignedMomentum(itissomuchmorethanthetraditionaldefinitionastheamountofmoneyorpropertythatyouleaveforsomeoneinyourwill).Considerhowyouwillshowup,bothintentionallyandhabitually,todayandinthefuture.Thiswilldefinehowothersrememberyouafteryouarenolongerhere.

§ AlignedMomentumwillthriveinyourorganizationwheneachroleisalignedwithstrategyandwitheachperson’spurpose(ormission)andlegacy.

§ Awarenessisthekeytochangingbadhabits.Changinghabits,eventhosethatnolongerserveyou,requiresawarenessthatachangeisneeded,motivationtochange,andfeedbackaboutprogress.Along-heldbeliefmayneedtobereplacedbyabetter-servingbelief,oradjustedtoserveyour


intentionsforthefutureandbestnextsteps.Awarenessisthefirststeptochangingahabitandthebelief(s)thatledtoit.

§ HowtoStopDoingWhatNoLongerServesYou§ Willpoweraloneistypicallynotsustainable.§ OurbrainsCANberewired.Rewiringourbrainsrequires:

1)Awarenessofourbeliefsthatcreatedtheexistingwiringthathasledustolearnbehaviorsanddevelophabits.Seektobeawareof,andtounderstand,whattriggersyoutoactinawaythatnolongerservesyou.Onlyyoucanchangeyou.2)Understandingofwhattriggersourbehaviors3)Motivationtochange.Motivationisawillingnesstodosomething.Youwanttodoit.4)Aconcertedefforttochangeunderlyingbeliefsandtoformnewbehaviorsandhabits5)Asupportiveenvironment,includingsocialcontextandworkplaceculture.

o Clearlydefinevaluesandbeseriousabout keepingthemaliveinyourculture. o Learntoinspirepeopletosolveproblems.o Removebarrierstocommunicationandsmartwork.

§ EachofthesefivecomponentsthatsupportchangearepotentialPivots.Youcanaffectthesefivecomponentsforeveryoneyoulead.Andforyou,personally,youcanchangebyputtingallfivecomponentsintoplace.

§ Youbehaveaccordingtoyourbeliefs,butyourbeliefsarenotyou.Youcanchange.§ It’snevertoolatetoreinventeitheryourbusinessoryourself. Youhavetheultimatepowertotake

yourbusinesstothenextlevel.Thechoiceisyours,nomatterwhatstageyourcompanyisatorhowyouhavechosentoleadittowardsgreatness.

Chapter8.TheBottomLine

§ Thetraditionalmeasureofbusinesssuccessis“thebottomline,”expressedintermsofnetearningsorprofits.Toooftenthebottom-lineresultjusthappens,withoutaclearunderstandingofwhy.

§ NoleadercanorchestrateaPivotwithoutemployeeswhocareaboutbestnextsteps,Clarityaboutwhatisdesiredandwhatactuallyisthestaterightnoworadrivebyalltogettothecruxofthematter.

§ Greatleadershavetheireyeonmorethanfinancialresults.§ Ahealthybusinessishealthyinitscultureandonthebusiness’s(financial)bottomline.§ WithAlignedMomentumthebottomlineistheresultfromallthatyoudotomovetowardyourvision:

1)Yourboldandclearlycommunicatedstrategy2)Employeeswhoarereadytoadapt,shiftandinnovate3)Pivotsorchestratedtostayalignedwithstrategy4)Well-chosenbestnextstepstaken5)Prioritiesthatalignwithstrategyandarebrilliantlyexecuted

§ Growpeopleandwatchgreaterprofitabilityfollow.§ Peopledriveresults.Themeasurementsrelatedtopeoplearetheleadingindicatorstobottom-line

performanceresults.§ Capturenotjustthefinancialresultsbutalsotheindicatorsthatleadtotheresultsyouseek.For

example,morefrequentperformanceconversationsandemployeeempowermentmayleadtohigheremployeeengagementandNimbleDecision-making,whichmayleadtoon-time deliveryandhigherquality,whichcouldleadtoattractinglargervolumeordersfromacustomerwhohasgreatertrustinyou,whichwouldthenbringaboutthefinancialbottom-lineresultdesired.Fromthisstateofmind,ThePivotcomesmorenaturally.

§ Profit,atbest,isalaggingindicatorofbusinessperformance;itisanoutcomeofyourprogressorlackofprogress.


§ Theleaderwhocreatesasafeplaceforideas,acultureofAlignedMomentum,anddoesnotexpectinnovationstobeperfectwillreapthebenefitsofmoreengagedemployeesandasuccessfulcompanybyeverymeasure.Onewaytocreatethissafeplaceistoshareyourowninnovationsordecisionsthatmaynothaveworkedoutsowell.

§ Leaderswhodon’tcoveruptheirerrors,andinsteadlearnandsharetheirlearning,revealthemselvesashuman—theybecomepeoplewhomotherscanadmireandidentifywith.

§ Tomoveforwardasacompany,innovationmustbecontinualanditmustbecomepartoftheculture.§ Valuemorethanthefinancialbottomlinetoreapperformanceandmomentumbenefits.Successis

aboutsomuchmorethanthefinancialbottomline§ Peoplearecriticaltobusinesssuccess. Createasafeplacewhereeachemployeeknowsthattheir

successisimportant,particularlytotheirmanager.Safetydoesn’tmeancomplacency.§ Adapttalenttostaynimble.Witheverychangeinstrategy,assessthepeople—thetalent—inplaceto

executethatstrategy.Thentrain,promoteandadjustinordertomaintainalignmentbetweeneachroleandstrategyandbetweeneachperson’sbrandandtheroletheyfill.

§ Oneofthemosteffectivemethodstoidentifythereadinessofemployees(yourbusiness’stalent)forthefutureistalentassessment.

§ Pivotfromtraditionalperformancemanagementtoperformancemomentum. Over time, seek Clarity about the future of the individual, regardless of what role they are in right now.

§ Performanceconversationsarebeststartedevenbeforeyouhireanindividualtofillarole. § Peoplechangeroles,butwhatisexpectedfromaroleshouldalsochange,basedonwhatbestserves

thestrategy.Oncejobdescriptionsarecreated,it’stooeasytoinstitutionalizetheminthenameofefficiency,freezingthemintime,andhirenewemployeesbasedontheneedsstatedinanoutdatedjobdescription.

§ Revisitjobdescriptionsforallrolesaffectedbyachangeinstrategy.§ Successfulcompanieschallengetheirownstatusquo.Atminimum,thatmeansprioritiesforeach

quartershouldberevisitedandthencommunicatedclearlybeforethatquarterstarts.Successful,growingcompaniesrevisittheirstrategyandplansatleastonceperquarter.

§ LeadersarealwaysorchestratingaPivot. Ifyourvisionisnotclear,ifyouaren’tseeinghowyoumightinnovateinyourmarketorhowyoumightbecomeirrelevantifyoudon’tinnovate,takealookatafewmodels.Thecompaniesyoulookatdonothavetobeinyourspecificindustry.Startwithanaspectofyourbusinessthatismostobvioustoyou.

Part3.TakeActionChapter9.AlignedMomentumPivots

§ Inthischapter,theauthorrecommendsPivotstomoveyourorganization’sculturetowardAlignedMomentum.

§ Itisthenimblebusinessthatstaysinbusiness—andgrows.§ Togetnimbleenoughto“jumptheS-Curve”andavoidastall,youneedtoreadyyourbusiness

internally.§ TakeaPivot/AlignedMomentumAssessment.You’llfindacodeintheAppendixthatwillgiveyou

onlineaccesstotheassessment.(Anotherreasontobuythebook).§ Findsamplefindings,Pivotrecommendations,andafewbestnextstepsinthesubsectionsofChapter

9pereachofthesixAlignedMomentumKeyIndicators:Clarity,MasteryMindset,NimbleDecision-making,StrategicThinking,TalentAdaptability,andCoaching.

§ Onaverage,andconsideringthereadinessratingfrom0–10(10isfullyready)foreachAlignedMomentumKeyIndicator,theareasforimprovementlistedbycompanysizeareasfollows


PivottoClaritybycompanysize

a. Large(1000+employees): o Toooftenalackofprogresstowardstrategicobjectivescanbetracedbacktoalackof

Clarity. Whenpeopleareclearnotonlyaboutwhatisexpectedofthembutalsoaboutwhat’sinitforthem,you’vehitthejackpot.

o AsyoumasterClarity,alsoPivotmanagersfrommanagingworktobuildingonthestrengthsoftheiremployeesandempoweringthemtodelivergreatwork.

o AnotherPivotisfroman“us”vs.”them”dynamicbetweenunits,divisions,departmentsorteams,toa“we”mindsetthatreachesallareasoftheorganization.

b. Medium(101to1000employees):o Eachemployeemustbeveryclearaboutwhatisexpected,whocares,andwhat’sinitfor

them.Pivotfromonlyannualreviewsthataren’teffectiveandoftendeferred(thendeferredagain),tomorefrequentperformanceconversations.

c. Small(upto100employees):o Foremployeestobeclearabouthowtheycanbestalignwithstrategy,Pivotfrom

individualsdoingtheirworkinisolation,toateamaimedatcontinuousimprovementoreventhenextbreakthrough.

d. Startup(0-2yearsfromstart):Togetcurrent,relevantinformationtoeachemployee,Pivotfromeachpersonoperatingonthebasisofwhattheyfeelisthesharedstrategy,toadailyhuddlethatbringsnewfactstolight.PivottoClarityfromindividualexecutivesaimedatdifferentpriorities,toaleadershipteamwithasharedcommitmenttostrategyandquarterlypriorities.

PivottoMasteryMindsetbycompanysize

§ Forsomeofus,aMasteryMindsetbeginsinchildhoodwhenanenvironmentsupportslearning,choosing,trying,andmakingmistakes.

§ ItiswhileinaMasteryMindsetthatbreakthroughscanoccur.a. AMasteryMindsetPivotforlargebusinesses

o PivotfromfixedmindsetstoMasteryMindsets,throughouttheorganization.b. TwoMasteryMindsetPivotsformedium-sizedbusinesses

o Pivotfromnoattentiontomindsets,totappingthepowerofemployeeswithaMasteryMindsettomentorothersandinnovate.

o Pivotfrompromotiononlywithpositionaladvancement,tocareerpathsthatrewardachievementandadvancementequally.

o Nimbleleadersgrowthemselves,notjusttheirbusinesses.c. AMasteryMindsetPivotforsmallbusinesses

o Pivotfromafocusonlyontalenttoalso nurturingandrewardingdesiredbehavior.d. TwoMasteryMindsetPivotsforstartups

o PivotfromrelyingonhowitwasdonewhereIworkedbeforeto“whatwillworkbesthere?”o Pivotfromunrealisticstretchgoals,toperformancesystemsthatsupportpeoplewithmore

opportunitiestofeeltheyarewinners,andreinforcewinningwithcelebration.


PivotstomoreNimbleDecision-making,bycompanysize§ Decisionsandjudgmentcallsarenimblewhenyouareclearaboutstrategy,havegatheredthe

minimumnecessaryinformation,consultedpeoplewithexpertisetooffer,andcoordinatedwiththosewhocaninfluenceorwhowillbeimpactedbythatdecisionorcall.a. ANimbleDecision-makingPivotforlargebusinesses

o Pivotfrommeetingsthatreinforcesilosinthoughtorfunctiontomeetingsthatbringmoreheadsandmorediversemindstogethercollaborativelytoexpandbothawarenessanddecision-makingsupport.

b. ANimbleDecision-makingPivotformedium-sizedbusinesseso Pivotfromdecision-qualityinformationonlyatthetop,toleadersthroughouttheorganization

beingempoweredtoinitiatechangeandtounderstandhowthedatatheyareresponsibleforfitsintobrilliantexecutionofstrategy.

c. ANimbleDecision-makingPivotforsmallbusinesseso Pivotfromthepresumptionthatthejudgmentcallsmadebyeveryemployeeduringtheirday

onlyneedtobeaddressedifsomethinggoeswrong,toempoweringyouremployeeswiththestrategicfocustomakebettercalls.

d. ANimbleDecision-makingPivotforstartupso Pivotfromdoingeverythingintheimmediate,includinghowyoumakedecisions,toamore

disciplinedapproachthatincludesslowingdownforbetterdecision-making.PivotstoeffectiveStrategicThinking,by companysize

a. TwoStrategicThinkingPivotsforlargebusinesseso Pivotfrombelievingthatstrategicthinkingisonlydonebyseniorexecutives,tocommittingto

StrategicThinkingtrainingforallemployees.o Pivotfromtappingeveryminuteofmanagers’andexperts’timewithproblems, toengaging

managersandexpertsinthetrain-the-trainerprogram.b.AStrategicThinkingPivotformedium-sizedbusinesses.o Pivotfromtoowideacommunicationgapbetweenthoseintheknowaboutstrategyandthose

whoexecuteit,toempoweringallwithStrategicThinkingandtheknowledgethatisneededtoensurebrilliantexecutionofstrategy.

c. AStrategicThinkingPivotforsmallbusinesseso Pivotfromseparatingstrategyandexecutiontoconsistentlylinkingthemtogetherineverythought

beforeeveryaction.d. TwoStrategicThinkingPivotsforstartupso Pivotfromamindsetofturn-on-a-dimepivots,toamindsetofAlignedMomentum—including

StrategicThinkingandThePivot.o Pivotfrominattentiontoculture,tointentionallycreatingandnurturingtheculturethathasthe

qualitiesyoudesire,andthatyouwanttoworkin.PivotstoTalentAdaptability,bycompanysize

a. ATalentAdaptabilityPivotforlargebusinesseso Pivotfrombusinessunitordepartmentalsilos,wheremanagersprotecttheirturf,tocollaboration

betweenmanagers.Managersembraceothermanagersaspeersonthesameteam.b. ATalentAdaptabilityPivotformedium-sizedbusinesses


o Pivotfrominflexiblewayssuchasauthoritybasedonpowerandcontrol,protectionofturf,competingfortalent,andexperiencealwaystrumpingpossibility,toamorenimble,adaptableculture.

c. ATalentAdaptabilityPivotforsmallbusinesseso Pivotfromoverfillingdayswithworkthatmaynotbeadvancingyourcompany,toaculturethat

regularlyrevisitsstrategyandtheworktobedone.d. ATalentAdaptabilityPivotforstartups

o Pivotfromahiringprocessthatonlyseeksthestrongesttalentandassumestheywilladapt,tothecultureyouenvisionandincludeTalentAdaptability—fittingyourstrategy—beforehiringeventhemosttalentedperson.

PivotstoCoaching,bycompanysize

a. ACoachingPivotforlargebusinesseso Pivotfrommanagerswhoaremanagingworkandresponsiblesolelyformanagingtheoutputsof

theirteam,tomanagerswhocoachpeopletotheirbestperformance.b. ACoachingPivotformedium-sizedbusinesses

o PivotfromnotimeorbudgetforCoaching,toatraining-sizedbudgetforpeergroupCoachingtogetyoustarted.

c. ACoachingPivotforsmallbusinesseso Pivotfromemployeesinj-o-b-s,toCoachingtoexpandskillandtoalignpersonalgoalswith

companystrategy.d. ACoachingPivotforstartupso Pivotfromcreatingacultureunintentionallyduetoalackoftimetofocusonthat,tobringingina

performancecoachtohelpyoubringyourenvisionedculturetolife.Chapter10.YourBestNextStep

§ Tobrilliantlyexecuteyourbusinessstrategy,andtransformviaThePivot,therewillbemanypeoplewhomustworktogethertowardasharedvision.You,theleader,arecriticaltoensuringasharedvision.And,youareaccountableforthatbrilliantexecution,eventhoughyouarenot100%incontroloftheresults.

WhatYouDoNextIsImportant,EvenPivotal!§ Areyoutakingthetimetosmartlychoosewhattodonext?Haveyouempoweredemployeestodothe

same?Areyoumaintainingalignmentandmomentum?1) Weave“What’snext?”intomeetings-Pivotfrommeetingsthatareineffectivebecausetheyleadtono

actionorimprovement,tomeetingsthatareeffective…2) Consider“What’snext?”beforeajudgmentcall-Pivotfrommakingjudgmentcallsonly basedonwhat

seemedtoworkbefore,tobetterjudgmentcalls…3) Ask“What’snext?”and“Whoisnext?”toimprovemomentuminhand-offs-Pivotfromprocesses

havingdifferentownersbasedonteamorfunction,tosingleaccountabilityforeachprocess…

§ Youandyourbusinessareunique.Noonecanprescribetheperfectsolutiontoyoursituationwithoutspendingtimewithyouandlearningaboutyourbusiness.WhatissharedisthatAlignedMomentumwillserveallleadersandtheirbusinesses,includingyouandyours.

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Contact Frumi at [email protected] www.Scaling4Growth.com Aboutthereviewer:FrumiRachelBarr,MBA,PhDDr.FrumiRachelBarristrulyanentrepreneurhavingstartedandrun5entrepreneurialadventurespriortofollowingherpassionforguidingthesuccessofCEOsandtheirteamstogaintractionandmomentumtoScaleUp.Moneyandaplandon’tguaranteeexecutionExecutiondependsoncommunication,cascadingprioritiesthroughouttheorganizationandanexternalguidethatholdstheteamaccountableandkeepsthemomentumgoing.Lotsofcompaniesknowwhattodo–it’sthedoingthatneedsanexternalguide.That’swhatweprovide.Weusethebestsystemsontheplanet,GazellesandtheRockefellerHabits,aswellassoftwaretotrackteaminitiativesandprogress.

Dr.Frumi’s"Why"istocreateasafeplaceforleadersandteamstodiscusswhatmattersmost.SheisknownasTheCEO’sSecretWeapon.HerWho:Dr.Frumiguidesleadersofrapidlygrowingcompaniesandtheirteamswhohaveathirstforbothdisciplineandlearning.Thesecreative,ambitiousleaderswanttogrowtheirbusinessessotheyhavemorefreedomandafabulousculture.TogetherwefocusonPeople,Strategy,ExecutionandCash,usingpracticaltoolstocreategreaterrevenueandprofitability,withgreatercollaborationandaccountability.Dr.FrumiistheauthorofaCEO’sSecretWeapon:HowtoAccelerateSuccess.Thebookwasrankedtopbusinessbookof2012byExecRankandhasaforwardbyhercolleagueSimonSinek,internationalauthorofbest-sellingStartwithWhy.

Download - The Pivot Orchestrating Extraordinary Business Momentum ...scaling4growth.com/wp-content/uploads/2017/08/The-Pivot.pdforganization, you will experience extraordinary momentum. § As

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