Take strategic reviews for example. Some leaders I’m in contact with are forever reviewing their company strategy. In fact, it’s pretty much a perennial activity.
Now—I’m all for fleet of foot reaction to market place changes, matching or exceeding new competitor offerings and the harnessing of new technology… but persistent alterations to strategic direction do not make a lot of sense. And staff spend an awful lot of time adjusting their jobs to the new direction rather than getting on with the business of serving customers.
Strategic reviews are but one example. Over-regular Board meetings dissolve into Bored meetings. Too many conferences take too much planning and marketing budget. Too frequent appraisal interviews make for a nervous, navel-gazing staff culture.
Oh… and there’s the ‘too littles’ as well. Too little time taken by leaders to meet customers or to understand coal-face processes. Too little time spent in the very important area of public relations. Too little time spent on internal communications. Too little time spent reviewing website appearance, content and effectiveness.
How about an incentive to address the ‘too muches’ and the ‘too littles’? Ever complained bitterly, as a leader, at how full your diary is? No time to actually sit and think about your enterprise and reflect on the key issues?
Well—I have found that business leaders who get the frequency balance right find that some welcome space opens up in their diaries giving them time to weigh up business priorities.
And that’s something worth tuning into.
Are you on the right frequency?
Tags: alterations appraisal interviews bearing board meetings business leaders business priorities coal face company strategy competitor offerings fleet frequency internal communications leadership performance little time marketing budget new direction new technology public relations regularity staff culture