Since 1995, Jeremy Tozer and Tozer Consulting have been the pioneer in building integrated leadership in businesses —integrated enterprise-wide leadership as the enabler of change, agility, innovation, continuous business performance improvement, effective strategy development and execution, and employee engagement.
In simple terms, we enable leaders to lead through distributed leaders and shared leadership in a team of teams.
This ends reliance on celebrity CEO heroes, and transcends the movement of people into, around and out of the organization. The approach reduces the individual’s reliance on ‘force of personality’ and the organization’s reliance on ‘personalities’.
The external operating environment —global and national economies, the market , competitors, demographics, and so on creates the ‘VUCA’ environment we all work within (volatility, uncertainty, complexity, ambiguity —a term business writers have borrowed from military thinking). This is often described colloquially as ‘the fog of war’. Internally, organizations are often full of the ‘friction’ which makes getting things done difficult.
The causes of fiction include:
The combination of ‘fog and friction’ results in a gap between actions on the front-line as desired by executives, and the actual actions of people on the front line. In turn, this leads to a gap between expected (or potential) business performance and actual business performance.
The challenge of leadership then, is to create ‘clarity’ and 'emotional engagement' at all levels - systemically and dynamically.
Clarity means creating an effective understanding of context and 'higher intent' —the higher level mission, or desired 'end state' and its purpose, the intentions and plans of your boss and your boss's boss— and what this means for the priority of work and resource allocation; and alignment of thought and activity to that higher intent. The approach to create clarity needs to be dynamic to adapt plans to actual progress and changed context, and systemic to ensure alignment throughout the enterprise. This is what makes organizations agile.
Emotional engagement with the 'plan' and one's role in that plan means creating ownership and accountability, commitment to the organization, and commitment to follow-up and follow-through in your work and release the discretionary effort that makes the difference.
An effective approach (let’s call it a 'leadership philosophy') must therefore:
Additionally, our approach must deliver that which research shows is sought by people, especially clever people, at work: purpose (meaning), autonomy, mastery (expertise), and trust.
Ask us about Tozer Consulting's well proven mission-focused leadership philosophy. In essence, it is a dynamic and engaging suite of iterating and recurring leadership practices which simultaneously create clarity and emotional engagement. Our case study results are proof it works.