Welcome to Scribd, the world's digital library. Read, publish, and share books and documents. See more
Download
Standard view
Full view
of .
Look up keyword
Like this
1Activity
0 of .
Results for:
No results containing your search query
P. 1
Follow the Leader

Follow the Leader

Ratings: (0)|Views: 27|Likes:
Published by Gary Ryan Blair
Great leaders are able to enforce the trade-offs. At the same time, great leaders understand that there’s nothing rigid or passive about goals and strategy — it’s something that a company is continually getting better at — so they can create a sense of urgency and progress while adhering to a clear and very sustained direction.
Great leaders are able to enforce the trade-offs. At the same time, great leaders understand that there’s nothing rigid or passive about goals and strategy — it’s something that a company is continually getting better at — so they can create a sense of urgency and progress while adhering to a clear and very sustained direction.

More info:

Published by: Gary Ryan Blair on Jun 11, 2009
Copyright:Attribution Non-commercial

Availability:

Read on Scribd mobile: iPhone, iPad and Android.
download as PDF, TXT or read online from Scribd
See more
See less

05/11/2014

pdf

text

original

 
 
Follow the Leader
- Gary Ryan Blair -
The chief strategist of an organization has to be the leader. Alot of business thinking has stressed the notion ofempowerment, of pushing down and getting a lot of peopleinvolved. That's very important, but empowerment andinvolvement don't apply to the ultimate act of choice.To be successful, an organization must have a very strongleader who's willing to make choices and define the trade-offs.There's a striking relationship between really good strategiesand really strong leaders.The critical job for a leader is to provide the discipline and theglue that sustains the key goals and strategy over time.Another way to look at it is that the leader has to be theguardian of trade-offs. In any organization, ideas pour in everyday – from employees with suggestions, from customers askingfor things, from suppliers trying to sell things.There's all this input, and a good share of it is INCONSISTENT withthe organization's goals and strategy.
 
 Great leaders are able to enforce the trade-offs. At the sametime, great leaders understand that there's nothing rigid orpassive about goals and strategy -- it's something that acompany is continually getting better at -- so they can createa sense of urgency and progress while adhering to a clear andvery sustained direction.
A leader also has to be vigilant by making sure that EVERYONE understands the company's goals and strategy.
 The most fundamental purpose of strategy is to inform eachteam member of the many thousands of things that get donein an organization every day, and to make sure that thosethings are all aligned in the same basic direction.If people in the organization don't understand the company'sfocus, how the company is supposed to be different, how itcreates value compared to its rivals, then how can theypossibly make all of the myriad choices they have to make inorder to be achieving goals?
Every salesman has to know the strategy -- otherwise, he won't know whom to call on. Every engineer has to understand it, or she won't know what to build. Every person is important,

You're Reading a Free Preview

Download
scribd
/*********** DO NOT ALTER ANYTHING BELOW THIS LINE ! ************/ var s_code=s.t();if(s_code)document.write(s_code)//-->