Stephen Quirke

About Stephen Quirke

At StrategyWorks we work with the executives and the teams tasked with delivering strategy. Strategy can be set by decree but someone in the organisation must make it happen. At StrategyWorks we work with leaders tasked with executing strategy. Stephen coaches individuals and teams to align their thoughts around relevant information and structures to focus teams on delivery. Stephen is also keen on painting in watercolours.

Accountability Tool

By |2016-11-18T10:04:04+00:00November 22nd, 2012|Delegation, Models, Performance, Project|

Accountability is a two-way street.  When you have committed to what you will do and I have committed to what I will do we are able to hold each other accountable for what we have to do. So far so good. But if we leave it till the end of the task to follow up [...]

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motivate teams through small wins

By |2016-11-18T10:04:04+00:00November 22nd, 2012|Coaching, Leading, Teams|

Just about every board-game is developed around a simple principle. We love a sense of progress and are bothered by setbacks. We get a kick out ascending a ladder and are frustrated by having to slide down a snake. Dr Anna Tarrant from whom I took the illustration has used this principle quite creatively in [...]

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Urgency: Is your program faltering due to lack of creativity?

By |2016-11-18T10:04:04+00:00September 28th, 2012|Change, Coaching, Facilitation, Leading|

You stand on a platform 15 stories above an icy ocean, filled with floating debris, twisted steel and patches of burning oil. It is chaos down there. And yet you jump! Whatever would make you do this? Well, the deck on which you are standing is ablaze and your boots are melting.  There is urgency.  [...]

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Embrace real conflict and grow

By |2016-11-18T10:04:04+00:00June 25th, 2012|Conflict|

A while ago I watched the Top Gear rerun in which Richard Hammond drove a 1963 Opel Kadett called ‘Oliver’ across the wildest terrain in Botswana. The team crossed the Makgadikgadi pan; a thin crust of clay over mush where to stop is to lose your vehicle. They took on rough dirt roads and soft [...]

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Learn from success to increase growth

By |2016-11-18T10:04:04+00:00June 16th, 2012|Learning, Personal Mastery|

Ducati Corse entered the Grand Prix motorcycle circuit for the first time in 2003. As newcomers on the circuit their strategy was to acquire knowledge in order to develop a better bike for future seasons.   They fitted their bikes with sensors to capture data and the riders were debriefed after every race to get input [...]

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Conversaction Newsletter – May 2012

By |2016-11-18T10:04:04+00:00June 4th, 2012|Newsletter|

Perspective  Are you (tired of) driving with one foot on gas and the other on the brake? Here is a drawing of the chair on which I sit to work. To be precise, it is a drawing of what the chair isn’t. A drawing of the negative shapes around the chair. When my first art teacher, [...]

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Are you structuring your interactions to destroy relationships?

By |2016-11-18T10:04:04+00:00May 2nd, 2012|Communication, Models, Personal Mastery|

“A conversation is a dialogue, not a monologue. That's why there are so few good conversations: due to scarcity, two intelligent talkers seldom meet.” ― Truman Capote While I would hesitate to argue with a writer of the stature of Truman Capote, good conversation is rich and complex and is based on more than intelligence, [...]

Conversaction Newsletter – April 2012

By |2016-11-18T10:04:05+00:00May 1st, 2012|Newsletter|

Perspective: So what is strategy (actually) We all know those two clichés about the elephant, the first about its encounter with some blind men (1,190,000 hits in Google) and the second about it being in the room (69,700,000 hits). The reason sayings become cliché is that they highlight truths in such a compelling way that, for [...]

The design school

By |2016-11-18T10:04:05+00:00April 24th, 2012|Models, Strategy|

Robert McNamara, one of Harvard’s most famous MBAs spelled out the following approach to military strategy: “We must first determine what our foreign policy is to be, formulate a military strategy to carry out that policy, then build the military forces to successfully conduct this strategy”. This was the classic case study approach to strategy.  [...]

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