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Confusing core and aspirational values is a frequent mistake that companies make. It is critical that leaders understand the difference.

…too many leaders come to meetings with the unspoken assumption that they are there to lobby for or defend their constituents.

…every thematic goal must become the collective responsibility of the leadership team.

…few leadership teams need more than fifteen minutes to identify and agree on their standard operating objectives, which are already a big part of their daily focus.

…the purpose of having a thematic goal is not to restrict the organization’s flexibility but rather to rally its leaders around what they decide they want to achieve.

…it is always worthwhile to take a little time to clarify so that everyone on the leadership team knows and agrees on what everyone else does and that all critical areas are covered.

…leaders confuse the mere transfer of information to an audience with the audience’s ability to understand, internalize, and embrace the message…

The point of leadership is not to keep the leader entertained, but to mobilize people around what is most important.

…leadership teams… still struggle with effective communication because employees wonder about the authenticity of what they are reading and hearing.

There is a delicate but critical balance between too much and too little structure in an organization, and the people responsible for creating that balance are its leaders.