/Steve Lishansky

About Steve Lishansky

CEO OPTIMIZE International

Better IT Decision Making

Have you noticed how slow, inconsistent, and even incoherent most organizational decision-making has become - and how many requests to IT really don't make a significant difference to your clients? Whether you're looking at your own organization's ability to make vital decisions quickly, or your client's inability to make meaningful requests and important decisions on a timely basis - there is an epidemic in poor decision-making going on. However, the quality of decision-making - from the C-level all the way through the organization - is essential to the effectiveness and success of your growth and results. What is behind the inability of leaders and organizations - large and small - to make good decisions? Fundamentally it comes down to a lack of focus on what really matters, or a lack of communicating that effectively for others to make excellent decisions. What grabs way too much attention is the to-do list, rather than the ultimately most important accomplishments list. When attention on activities gets disconnected from what best serves the vision, mission, and goals you have people running around in overdrive - without accomplishing very much that is truly meaningful and valuable. This is exactly the opposite of what the best leaders and organizations do. Since IT is a key enabler of your business partners' capabilities and potential, going along with requests that do not have direct impact on their strategic initiatives is a terrible idea. What the best IT leaders and organizations strive for is clarity with their clients about what is most [...]

By | 2018-10-26T01:54:23+00:00 February 1st, 2018|

Questions Every Leader Needs To Ask

Every leader knows that the quality of his or her questions is a reflection of the quality of their thinking - and is key to producing the best results with their people. For many years, clients have heard me say that leadership - and client relationship success - is most profoundly affected by the questions you ask (than the answers you give). Among the most critical kinds of questions are ones that: Define your focus Evaluate your progress Energize your people On a daily basis, every leader should have thinking time - something very few leaders ensure they carve out. This is the time where you consider thoughtfully and deeply the following questions: What is working best - that we could leverage and accelerate? What are the biggest challenges - that we must address? How clear and effective are my people - on our most important priorities? How well is my daily, weekly, and monthly focus working - to deliver my and our most critical results? The greatest obstacle to doing this kind of thinking is not having the discipline to do what is most important. Every highly successful leader I've worked with knows that one of the sacred practices is thinking time - every day. Thinking time means creating the space, energy, and opportunity to do the depth of exploration that every great leader knows is one of their most critical and important practices. It's shocking how few leaders are defining and allocating one of their most precious resources - time - [...]

By | 2018-10-26T01:58:32+00:00 January 30th, 2018|

What Every CEO Wishes Their CIO Knew and Would Do

What does every CEO really want from their CIO and all of their key leaders? The simplest answer from the best leaders is likely to be 'better results, faster.' Now it gets complicated. For a CIO who understands his or her role, you are in the best possible position to make the most difference with every other part of the organization. Done well, you can help every other division to clarify, focus on, and determine what would help them grow their own most valuable contributions in the best and most dynamic ways. However, as we all know, this is where the difficulty really begins to show up. How many of your business partners and divisional colleagues truly have a well-honed, clear, widely communicated strategic plan? I am not talking about the annual document that lists goals and strategies, but in reality often does very little to elevate nor accelerate that division's success and results. Nevertheless, their 'strategic plan' doesn't stop them from making lots of demands for IT support. Your question always has to be: 'What would serve the most important and valuable results of your division, as well as our company?' It is so common for a gap to exist between what a division and your company is asking for and what it truly needs, would value, and find critical to get their most important results faster. When you operate as a valued partner to your colleagues, it is incumbent upon you and your team to help your clients think deeper and [...]

By | 2018-10-26T02:00:57+00:00 January 10th, 2018|