An organization can only move as quickly as its leaders. LEAD WITH SPEED shows you how to get your ideas, plans, and needs disseminated quickly from the top down. Up your game and LEAD WITH SPEED.
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Speed to Market
Speed to Value
Speed to growth
Speed to mastery
Speed to Strategy
Speed to profit
The Leadership Accelerator
In my 25 years of running a business, Alan is the best consultant I have hired for bringing together people and process. He has a way to bring people together to own the issues and make the changes that are necessary for improvement.
Alan is our go-to person whenever we hit trouble spots! He has transformed our messaging to be more dynamic, honed our offerings to be clear and compelling, and has vastly improved our development process
Countries Worked In
Every work setting has its share of mavericks, cynics, divas and other difficult people… The difference between success and failure is figuring out how to mold these challenging (and smart) people into one team with a common focus. I recommend this book!
Ready to Increase Your Speed?
who's been working with Alan?
Harland Clarke Holdings
Joburg Centre for Software Engineering
Alan provides unique guidance on how to handle the personality quirks that become big problems for the rest of the organization. He goes well beyond the reaction to how to prevent the problems from emerging the first time.
Alan’s knowledge of software development and ways to improve productivity, estimation, and quality have helped me succeed in every role to date. His mentoring has provided a benchmark for how I approach difficult situations.
The Lead With Speed (SM) Manifesto
This implies a calm endurance, and mindset for the long run.
It also means that we must be able to put on bold bursts of speed. And to do so, while maintaining our energy, joy, and our very selves for the long run.
The Alchemist Elements of Speed
The CEO’s leadership team was constantly bickering. After achieving great success, they seemed to have lost their way.
Management and the software team were at odds. Each blamed the other for the slowdowns and delays in their development process.
The CEO of a 500+ person high-tech development organization had recently hired a very strong CTO. He began to wonder if perhaps he was “too strong?” The CTO seemed to be doing the right things, but in doing so was upsetting many of organization’s employees.
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Alan Willett in the News