BECAUZ Accelerators

A Comprehensive Approach to Change

The BECAUZ Accelerator program utilizes proprietary Processes, Tools and Systems to install transformational change in Leaders, Teams and Organization. This process accelerates change because of our proven processes, dynamic facilitation and an integrated, systemic approach.

How do we maximize our impact as a World Class IT Organization and embrace the challenges presented by global economic and IT events and trends?

Walter PuschnerVP - Worldwide Field ITMicrosoft

How can we create a leadership team to transform our firm?

Mike PongonCOOPoint B

How can we most effectively communicate our Real Estate Repositioning offering to add value for our clients?

Tony StewartVice PresidentMcKinstry

How do we maximize our impact as a World Class IT Organization and embrace the challenges presented by global economic and IT events and trends?

Walter PuschnerVP - Worldwide Field ITMicrosoft

BECAUZ tailors the programs they offer us to closely align to our business needs. Each and every interaction has its own dynamic, and they are able to adjust what they do, live in the moment, to maximize results and value. That kind of adaptability and dynamism is a core skill you don’t often find.

Walter PuschnerVice President, User ExperienceMicrosoft

BECAUZ are savvy social architects who create environments that lead to extraordinary learning and results. With your help, our 80-person extended leadership team has moved from a “command and control” focus to an “inspire and involve” culture, with alignment and ownership embedded into the leadership ecosystem.

Jacky WrightVPMicrosoft SESIT

With BECAUZ we have consistently generated breakthrough results and have been able to align our teams around transformational strategy. We have built an adaptive organization that flourishes in the midst of uncertainty and innovates to create solutions that were unimaginable just a few years ago.

B.J. MooreVice PreidentMicrosoft - Enterprise Commerce IT

How can we engage our entire organization and partners as leaders to realize our vision?

Senior Director of a field readiness group

How do we get our engineering leads and their teams to perform at even higher levels as we grow and scale our business?

Brett HelselSr. VP EngineeringIsilon Systems, Inc.

What would be possible across teams if we collaborated?

Andrew ClaphamSenior DirectorDesign & Construction

How can we drive team performance, build client relationships and generate a better bottom line?

Erika SchmidtPresident & COOFrause

How can we build a global innovation engine without adding people or additional dollars?

Tyson HartmanChief Technology OfficerAvanade

It’s okay not to know everything

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It's OK not to know everything

Like many leaders, I came out of college knowing everything.

That was handy. I knew finance; I knew business; I knew marketing. I knew a whole bunch of stuff. I got hired because of what I knew.

eyes-looking-upThen I discovered what I didn’t know. And my real education began.

Certainly part of my “knowing it all” was the arrogance of youth. But like most people, I can’t blame it all on age. The need to know it all, to have all answers, typically follows people as they progress into leadership positions because that’s what the business world expects. Leaders are under pressure to be omniscient from their employees, their shareholders, their customers, and more.

But it’s in the “not knowing” that we grow as people and we become better leaders. We get better outcomes from not knowing.

man-on-phoneI talk a lot about the paradoxes of leadership and this is a big one. As leaders, our people expect knowledge from us. They expect that even we can’t—or don’t—answer their questions, that we’ll point them in the right direction.

But every time we know something, we answer their question or point them in a direction, we neuter their learning. We curtail the development of their leadership skills.

Acknowledging that we don’t know boosts the health and strength of the organization. It empowers the wisdom and collective intelligence of the organization, the “system,” to grow and evolve. team-planningBecause it’s the system—the people we work with, who work for us, the organization as a whole—that actually does know.

For a leader to be a catalyst for change, to effect transformation, he or she must acknowledge they don’t know. That’s tough for many leaders. We were hired for what we knew. We advanced in our careers for what we knew. Now that we’re at the top of our game—and we actually do know something—we’re supposed to admit that we don’t know? But the power is in the not knowing, in the pursuit of the question.

confident-ceoThe more I know as a business leader, as a father, a family man, the more I realize that the key is in the not knowing. The power is in the question, not the answer.

Follow Ian on Twitter @IanMcKelvieCEO

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