CEOs must decide the final objective of a task, and ensure that its execution is met with unwavering focus. One of the major dilemmas that every key decision-maker has to face is that of focusing between strategy and execution. Spending too much time strategising or acquiring ideas on strategy may not just tend to delay the execution but also lead to series of other management concerns. It could derail your people management agenda as well as impact employee communication. Here are some of the things that act as red flags. Being aware and taking note of them could help you get back on track.
At the top running a business is the responsibility of the owner or the CEO but we all know that on the inside running a business is not a single person’s job alone. If you too wish to lead your team towards success, here are a few things that you could consider while developing your strategy.
Today organisations need to focus on capability building rather than only training, if an organisations want to drive their growth agenda. Here are some guidelines that you could follow.
Most successful and visionary leaders have been able to find a sweet spot between micromanagement and being completely hands-off. And I feel they were probably able to do so because they could read the indicators of micromanagement. Yes, you read that right, indicators of micromanagement mean those signs that will tell you it’s time to control the micromanagement and do some damage control.
Becoming a manager for the first time is challenging and a big step along the corporate ladder. The role is challenging, because their success is completely tied to the performance of other people. While this is a tricky path to walk, it is the beginning of upward movement in an organisation.
While it is necessary to focus on overall development of all employees, there are a few employees who not only perform consistently; they also demonstrate potential of moving up the ladder through their thoughts, ideas and actions. Identifying and nurturing them are the key to organisational success.
We put a shelf life on everything but our roles and responsibilities in the company… We believe we are the ones entitled to keep that position, and sometimes forever. But a mindset of success planning is more realistic if your company needs to grow in the future too. Here’s how you can start thinking about it…
Before becoming a leader, one needs to develop and exhibit certain traits. But are these leadership traits inherent in an individual, or does he need to acquire them over the course of his career? Here’s decoding the many facets of ‘leadership’…
In 2003, it was quite by accident and very casually that I was told that a colleague aspired to be like me. It was a tipping point for me personally and I became very conscious. Suddenly, my sense of responsibilities