I worked for a VP who loved to empower us to get things done. The first time she said it to me, I felt my chest swell and I had confidence we could conquer the world, or at least execute the project. That confidence quickly vanished when I realized we weren’t really empowered. In order to advance the project, we were dependent on other parts of the organization – teams that we had no influence over. Sure, we could have conversations with these groups and attempt to gain buy in, but ultimately, it wouldn’t be enough because the challenges we were facing related back to the priorities that had been set for the entire organization. The conversations and decisions needed were way above our heads. That’s when I realize we had false empowerment. Continue reading
As a business owner or a department head, do you have a strategy for your team? How successful are you at achieving your strategy year over year? What if I said you would be more successful if you did less?
One of the greatest pitfalls I see companies fall into when executing their strategic plan is trying to do too much at once. After going through a strategic brainstorming session, there are so many great ideas on the table. A five-year vision is developed, then the two-year strategic objectives, and finally the tactical initiatives they wish to accomplish that year. Once nicely laid out on a board or in a three-ring binder with page protectors and full-color pages, leaders begin assigning team members to champion each of the tactical initiatives. After receiving their assignments, everyone goes their own separate ways until next year. Continue reading