Sublime

Business strategist Peter Drucker wrote that what gets measured, gets managed.

First, I’d work with marketing until we had enough leads. But we didn’t have enough salespeople, so I’d jump over to sales, and make sure we close all the leads until we didn’t have enough technicians. Then, I’d go down to installation and make sure we’re getting all the systems installed, and it would flow back up, and then we’d have a paperwork

Companies have found that beyond the initial training, there is a need for dedicated times to discuss the values and the ground rules to keep them alive.

Studies by Peter Heslin, Don VandeWalle, and Gary Latham show that many managers do not believe in personal change. These fixed-mindset managers simply look for existing talent—they judge employees as competent or incompetent at the start and that’s that.

They take steps to ensure they have a clear picture of the business strategy and how their part of the organization contributes to it. Then they break down the strategy into deliverables for each of their teams, making sure that there is a clear line of sight between frontline activities and the overall strategy. Technical and professional

continuous performance management,

We ask, “How many people are on the top leadership team?” One leader responded, “Nine.” “Now, how many direct reports do those nine people have?” He started doing the math in his head. “Maybe 84.” “So, there are 93 leaders in the top three levels of Leadership (CEO, his direct reports, and their direct reports, L1–L3). How many employees do you

Test strategic alignment from the top down. Ask people at the top what the company’s vision and strategy are. Then see how far down into the organizational hierarchy those beliefs penetrate. You will learn how well the previous leader drove vision and strategy down through the organization. Test awareness of challenges and opportunities from the