Posts Tagged ‘Details’

Keep Your Eyes on the Targets

April 25th, 2011

Imag­ine fly­ing the Apache AH-64 heli­copter, cruis­ing at 165 miles per hour with one eye on what’s ahead and the other eye focused on your helmet’s eye­piece and its sophis­ti­cated nav­i­ga­tion and arma­ments systems.

Yes, that’s right! One eye must fly the plane and the other eye, simul­ta­ne­ously, keeps track of sophis­ti­cated sys­tems. These pilots are amazing.

It takes that same kind of con­cen­tra­tion to lead a team in today’s com­pet­i­tive and increas­ingly com­pli­cated envi­ron­ment. Lead­ers must keep one eye on the imme­di­ate chal­lenges, and the other eye on the road ahead and the strate­gic adjust­ments and changes that will be required.

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Changes Can Ruin Efficiency

May 24th, 2010

When unex­pected events occur, orga­ni­za­tions often respond by hastily putting new pro­ce­dures into place. These changes may be log­i­cal in the short term, but ulti­mately these added steps can slow down the over­all process. They may get in the way of serv­ing cus­tomers, impact pro­duc­tiv­ity, and hin­der finan­cial performance.

This is espe­cially prob­lem­atic when processes are not fre­quently eval­u­ated, stream­lined, or even elim­i­nated. Unchecked processes bloat vir­tu­ally every organization.

Spring clean­ing applies to busi­nesses, too!

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The Forest and the Trees

April 5th, 2010

How many times have we heard the expres­sion “you can’t see the for­est for the trees?”

I have worked with man­agers, includ­ing chief exec­u­tives, who stug­gle to see the big pic­ture and keep con­sis­tent focus on their over­all goals and busi­ness strat­egy. They become so immersed in day-to-day oper­a­tions that they don’t take time to sit back and view the landscape.

Most man­agers like the details; it’s what they know best. But when they don’t mon­i­tor how indi­vid­ual actions are fit­ting into the accom­plish­ment of their over­all goals, they may lose sight of their strate­gic vision.

As with so many things in life, bal­ance is important.

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