What are the critical “actionable items” you need to identify in your business?
I wrote this brief piece about 4 years ago in response to an executive who was struggling with his company’s lackluster performance. In response, he listed 10 “actionable” items that he was committed to as well as a timeline for each for accountability purposes. His company has been expanding ever since he did that.
My challenge to you: what are the critical “actionable items” you need to identify in your business? In your life?
The best to each of you,
Stephen
I was asked to address an executive team of a small to midsized company some years ago. The team was fragmented in its purpose, low in morale, full of ‘stories’ about each other (gossip) and angry. There were seven people in the room – six vp’s and a ceo.
On the white board situated at the end of an elegant conference table I wrote these two words Passive Compliance . Then I said these are the two most dangerous words to a team or organization or to a leader.
The other night in one of our leadership groups a company owner asked a series of very strong questions to another leader. There was no passivity, no compliance. The two of them were like bulls locked in a struggle only this time both had bought into the process and both benefited.
Leaders are servants of the common good. You don’t serve anybody by withholding, by rationalizing wrong, by delaying the tough questions. We don’t have forever to bring our gifts to the world. Pay attention to your own ‘passive compliance’ in any or all aspects of your life and then decide. Decide to embrace your fear, embrace the conflict, embrace your wisdom.
“We broke out of the clouds over O’Hare on the way home from Vegas and the United 757 had an odd angle, yawing right. We were already a quarter of the way down the runway with gear down at about 500 feet and 170 knots. Then I heard our captain on my headphones, which were tuned to the air traffic channel, “We’re going around.” With that, the throttles were pushed forward, gear retracted, and we roared up into the gloom once again. “State your reason,” said the controller once we gained altitude. “Not enough ceiling,” said the captain matter-of-factly. Twenty minutes later we were safely on the ground. No one is paying you to take excessive risk. You’re paid, as was our captain, to use judgment. All of us are often responsible for others’ lives (careers, self-esteem, decisions, and so on). Don’t try to land if you can’t see where you’re going.”
Alan Weiss (the millionaire’s consultant).
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