I was once in a karate tournament and was about to perform a Kata in front of a couple hundred people. I got in my place, looked around at the stands full of people, many of whom I knew, and I froze. The judge called out, “Name and Kata” and I had nothing. I just
What’s Driving Your Success? It’s Not Your Talent Read More »
Most organizations address Layer 2, the emotion and psychology of their teams and organization, only through workshops, offsites, and retreats, and those are a valuable part of the work. What they don’t fully account for is that Layer 2 is not an event; it is happening in every meeting, every conversation, every moment where people
Why You Should Address the Layer 2 Read More »
At Geigsen we understand that leadership happens at Three Layers simultaneously, and working across all three is how organizations keep their strategy and their people aligned without ever treating them as separate things. The first layer is the visible work. The strategy, the decisions, the execution, and the structures that hold everything accountable to the
Leadership Happens at Three Layers Read More »
SITUATION A global manufacturing company was faced with challenge of integrating many new players. Rapid growth through acquisition positioned the organization with facilities spread across the globe and serving different markets. Leadership also desired for the entire organization to shift from its historic operationally and internally focused way of doing things, to becoming more customer and
Global Manufacturing Company Unifies Under a Holistic Strategy Read More »
When we go into companies to help with strategy and team development, we often find one or more leaders in the leadership team who are not aligned with where the company is going. They are either unhappy about a change, a new leader, a new strategic direction, or they are a bad culture fit. They
One Bad Apple Does Indeed Spoil the Whole Bunch Read More »
Of the three distinct layers where leadership happens, the transaction, the emotion and psychology, and the awareness, the second one tends to get the least attention and has the most impact on whether the strategy gets executed. Layer 2 is where the emotion and psychology of your organization are operating. Not in a separate conversation
Layer 2 and Its Impact Read More »
At Geigsen we work at the intersection of strategy and people. Here is what that has taught us. Strategy and people developed as separate disciplines, with separate expertise, separate departments, and separate consultants. It was industry standard, and like a lot of industry standards, it was never really questioned. What we have come to understand
Strategy and People are Inextricably Linked Read More »
SITUATION A US subsidiary of a global electronics corporation is contending with a declining market for commoditized products and aggressive competition. In order to drive meaningful strategic change, the organization needed to transform its culture to be supportive of its strategy. At the very top of the organization, senior leaders were not aligned on how
Global Electronics Company Prioritizes Leadership Effectiveness Read More »
SITUATION A commercial construction company had achieved its recent growth largely through acquisition and, as a result had many new teams, each with different cultures and performance requirements. The organization needed to function as a single company, not as a collection of separate fiefdoms. The senior leadership team at the time was mostly new (including
Commercial Construction Company Revamps Its Culture Read More »
SITUATION A Fortune 100 financial services organization was facing major pressure to meet the needs of its stakeholders. With increased workload but expenses required to stay flat, the group needed to optimize its resources and find new ways to operate. Several transformation activities were implemented to grow efficiency through new processes, systems, and resourcing strategies.
Financial Services Organization Prioritizes Change Read More »
