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Workloads keep expanding for leaders and managers.
There’s so much to do, to get through, to get done.
For some leaders and managers, being busy all of the time is a badge of honour.
They talk of meetings, meetings, meetings.
Updated forecasts, client problems, and staff issues.
It doesn’t stop. To-do lists are never completed.
But what if the things being done aren’t critical to the future of the team, the project or business?
What if we’re always firefighting or dealing with short-term issues?
The chances are we won’t see what we should see coming up on the horizon.
New competition, shifts in the market, or the loss of key staff without a backup plan are examples of what can be missed.
In the latest issue of The Quietly Good Newsletter, I highlight, among other things, two businesses that were busy selling the wrong things to the wrong people.
Of course, they weren’t doing so on purpose. But regardless, they were very busy pushing water uphill.
Ironically, the busier they got, the less progress was made.
And by progress, I mean loss of profit and margin.
The cure for both came from stepping away from the day-to-day mayhem in one company and the managerial confusion in the other.
That’s when a more effective strategy could be formed. Which brings me to,
The Thinking About Strategy Issue
It will be helpful to managers who are new to strategic thinking or need a refresher or a different point of view.
It contains actionable information presented in a straightforward way.
If you’d like members of your team to think differently, share this issue with them.