A recent issue of Harvard Business Review features an article on “Too Many Projects.” Authors Rose Hollister and Michael Watkins write, “Leaders keep layering on initiatives, which can lead to severe overload at levels below the executive team.” This is a critical problem that’s burning out managers and team members. Behave Yourself – define the leadership behaviors that reduce eye-rolling and snickering and show it’s not just more yadda yadda. Pull Yourself Together – get your team working together and stop undermining each other once you leave meeting rooms. Get Serious – put your top leaders and best cross-functional teams together and give them the mandate and resources to deliver on your Strategic Imperatives. Culture Rift, Drift, or Shift – the best strategies and plans die if the leadership team doesn’t define and actively shape the culture that boosts or blocks implementation. Getting your leadership team away from daily operations for a few days of reflection and planning is incredibly effective. Author Bio For over three decades, Jim Clemmer’s keynote presentations, workshops, management team retreats, seven bestselling books, articles, and blog have helped hundreds of thousands of people worldwide.
Read more on goo.gl/z1C64n.