Managers often don’t agree on the key priorities for the business or share the same vision of its future. This limits growth.
A lack of agreement on the key priorities makes it is hard for people to work in unison towards the pursuit of a common goal or strategy. Here we examine why getting agreement is not easy:
Competing Priorities – Results in a Lack of Alignment
Many leaders assume that their colleagues know what the priorities for the business are. They are shocked when they find out that the list of priorities for their teams is long, confusing and sometimes contradictory. The pitstop process results in crystal clear agreement on the priorities for growth.
Effective Conversations About Performance Are Rare
Every organization has its own way of discussing and evaluating performance (as well as potential) – it is inimical to the culture of the organization, the style of its leadership and so on. But many organizations are not having effective conversations about performance and that in turn has implications for the level of performance achieved.
Painful Dialogue – Uncomfortable Discussions
In some organizations Discussions about performance can be uncomfortable. They can end up mired in politics and personalities. Fear and defensiveness can prevent an open and honest dialogue. Certain topics may simply be ‘no go areas’.
When handled incorrectly the conversation can descend into a blame game and a debate about ‘who did what to whom.’ The challenge for manages is to keep the conversation future focused and positive.
Strategy – It it ain’t working!
Research suggests there is a fatigue around strategic planning in many organizations and more importantly a challenge around execution.
The traditional 3-5 year strategic cycle that beings with strategy away-days and blue ocean thinking, is struggling in the face of a dynamic marketplace.
Workshop Fatigue – Here We Go Again!
Getting agreement on the priorities for growth isn’t easy. It typically requires lots of time and discussion. That includes management workshops and strategy away days.
Executives rarely look forward to these events and that says a lot about their effectiveness. It is the same old agenda, the same people doing the talking, the same points being made and then little happens as a result.