![]() Usually, the underlying issue is managers and leaders who have too many direct reports. In reality, this issue usually goes far deeper than individual leadership practices. Businesses often wrongly assume it comes down to poor time management or a lack of effort. When this happens on a wide scale, the lack of direction can be disastrous. However, by taking the uncomfortable step of making these trade-offs upfront, you’ll avoid roadblocks later on.Īt some point, everybody has had a boss they could never get hold of. This is a tough task, and will lead to disagreements. You have to be prepared to say ‘No’ to things that don’t align to your strategy and organizational design. To set your business up for success, you must drive your strategy to a level of specificity that forces leaders to make clear decisions and trade-offs - including those related to resource allocation and competitive differentiation. ![]() It’s easy to agree to a high-level strategy because there are almost no trade-offs or real-world decisions to make. However, this is by far the least useful level to consider organizational design strategy. ![]() However, they often lack alignment and a uniform understanding of the overarching strategy.Īt the highest level of abstraction - where people are most comfortable - it’s easy to agree to a clear strategy. Leadership coaching teams often have a good grasp of the benefits of organizational design. ![]()
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