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November 2024
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PRIORITIES,TOO MANY PRIORITIES8/29/2019 I was talking to the President of a prestigious association this week. He said that they don't know yet what they are going to do for the next two years. Admittedly, he told me that this position and responsibility is the 4th of his priorities right now.
As I think about it, prioritization is one of the management prerogatives. Either you are good at it or not. Multi-tasking is never effective. You cannot be doing many things at the same time with the same level of quality, attentiveness, and thoroughness for all. Inattention and lack of diligence are signs that managers are not giving the full consideration to the issues that deserve more than a stamp approval. Executives juggling all the balls with two hands is great and fun act to see, like acrobats. But once the balls started to drop, it is not a pleasant sight at all. The balls can represent your family, business, faith and community, and other professional and personal pursuits. All these are great but don't make the mistake of trying to do everything all at once, hoping that it will later on settle down. Some issues don't and some do. There are clear repercussions to cruising along the highway with less than 100% of attention and control. If there are too many priorities, then you really don't have a priority. Pick 2-3 that you can safely and thoroughly perform with outstanding results or leave it for the next time or opportunity. Today's managers and executives' failure to execute is not because of lack of skill or knowledge or commitment, it is because of lack of strategic prioritization. Focus on the 80% that drives the greatest results.
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THE END-GAME IS A MUST8/26/2019 Starting something with the end-game in mind.
In the game of chess, the end game moves are the most-awaited and most-studied part of the game. The players have the initial advantage but without a clear game plan as to how they will win and overcome the challenges of the opponent, the game is already moving to the losing end. Analysts and chess masters would have specific procedures, tactics, and strategies to overcome even the most complex moves of the opponent to either create an advantage or to force a draw, at least. In life and business, in your organizations, are you starting from the point of what long-term results are you trying to achieve? What measures do you have as evidence that you have achieved them? What are the concrete steps that you are willing to take to ensure that the commitment will be thorough and binding? Who needs to be fully informed, partially informed, and be told on what needs to be done? The end-game creates a strategic mindset for leaders to deeply understand how to win before they even start. Evolution and adaptation are givens, increasing the chance of success is an option that you can make.
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CONSENSUS BLOCKS!8/21/2019 This is going to irk a lot of people.
They resort to consensus to shoot down proposals and ideas because they know that because of 'groupthink' any 'ideas not invented here' will go down the trashing floor. They resort to consensus to look for unanimity. People will have a different opinion and perspective but it doesn't mean they need to be on your side all the time. Who has the real decision-making authority in this issue? They resort to consensus when in fact the project needs a strong proponent, champion, and supporter. If the group will be the champion, no body is the real champion, proponent, and endorser. They resort to consensus to free themselves from the real responsibility of taking a strong leadership when it is needed, hiding behind the guise of "collaboration, cooperation, buy-in" when in fact, there will be no buy-in when no one is absolutely championing it no matter what. People need the passion, confidence, and commitment to the issue! Consensus is so much abused these days. Learn to discern when to use it and not to use it or you are blocking opportunities and improvements through consensus. |
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