Does this model look familiar?
When we divide work that belongs together what grows is internal competition, poor handoffs, customer dissatisfaction, and employee frustration. Structure and process issues are misdiagnosed as people issues, and the pattern continues.
FOCUS on areas of priority to the business
IDENTIFY opportunities to unleash performance and accountability
ENGAGE the appropriate people in the organization to deliver collective results
Make trade-off leadership practices that can make or break your bottom line
Develop capacity to remain productive in the face of uncertainty and ambiguity, anticipating and addressing cross-functional issues in real time
SUSTAIN performance in an environment where people and performance thrive
LEADERSHIP PRACTICE #1:
Ensure purpose is both actionable and meaningful
LEADERSHIP PRACTICE #2:
Establish connections that matter to organization-wide results
LEADERSHIP PRACTICE #3:
Make trade-off leadership practices to optimize overall results
LEADERSHIP PRACTICE #4:
Develop real-time capacity to deal with disruptions and disconnects
LEADERSHIP PRACTICE #5:
Unleash performance and accountability for organization-wide results and the relationships that matter to them.