 |
The ultimate point of building greater trust, conflict, commitment, and accountability is one thing: the achievement of results.
|
65 |
 |
…there is no getting around the fact that the only measure of a great team – or a great organization, is whether it accomplishes what it sets out to accomplish.
|
65 |
 |
…clarity…is a word that is used incessantly by leaders, consultants, and organizational theorists, and yet… real alignment remains frustratingly rare.
|
73 |
 |
…leaders underestimate the impact of even subtle misalignment at the top, and the damage caused to the rest of the organization by small gaps…
|
74 |
 |
…there is no way employees can be empowered to fully execute their responsibilities if they don’t receive clear and consistent messages…
|
75 |
 |
There is probably no greater frustration for employees than having to constantly navigate the politics and confusion caused by leaders who are misaligned.
|
75 |
 |
…every organization, if it wants to create a sense of alignment and focus, must have a single top priority within a given period of time.
|
120 |
 |
…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.
|
130 |
 |
The best approach to hiring is to put just enough structure in place to ensure a measure of consistency and adherence to core values – and no more.
|
158 |
 |
…few organizations are good at performance management, mostly because they are confused and inconsistent about why they do it in the first place.
|
163 |
