The document discusses concepts related to developing a company vision and priorities. It provides examples of vision statements from other successful organizations and outlines steps for communicating a vision internally such as repeating it frequently to all teams. It emphasizes that financial incentives alone are not enough to motivate employees and that the vision should provide a sense of purpose beyond oneself. Developing and clearly defining the vision and priorities is presented as important for guiding decisions and evaluating performance.

1. What will you tell your children in 10 years time?
To what great cause/accomplishment has this
company contributed?
Visits
Conferences
What mediums/forums can we pass on the
vision?
Clear and repeated to all teams 100x ('oh no,
here comes X, here we go again with the vision
and priorities A, B & C'). Repeated at EVERY
opportunity. Over-communication is good
Emails + all communication
Financial incentives drive the behaviour that we
need to deliver on the vision
It's more than money. A sense of belonging.
Something bigger than themselves that they need
to strive for. Otherwise it'll be treated as a transit
point on their way to something more
meaningful.
What is a vision? Write out in 3-4 sentences
(spelling out what sustainable competitive
advantage your company will deliver/provide)
VISION
Minimum once/year
Constant review
Don't' wait for the 'heart attack'
Guides decisions
Good examples: 'I have a dream speech (Martin
Luther King)". 'Cure Spinal Cord injury', Barack
Obama 2004 Democratic Nat'l Convention 'There
is not a liberal America and a conservative
America - there is a United States of America
Aspiration for the company/person/org'n in 5-10
years
CHAPTER 1: VISION AND PRIORITIES
Is this unique?
CHAPTER 6: THE LEADER AS A ROLE MODEL
What gives the company its competitive
advantage?
Why is the company successful?
Sustainable?
What are the DISTINCTIVE COMPETENCIES of the
company?
WHAT TO ASK THE PERSON IN THE MIRROR
(ROBERT S KAPLAN)
What will the company look like 10 years from
now? What competencies do we need to add/
maintain?
CHAPTER 7: REACHING YOUR POTENTIAL
CHAPTER 8: BRINGING IT ALL TOGETHER
APPENDIX
Use 1,2,3 to prioritise: 1 - absolutely key at this
point in time 2 - good to do, may become key
once 1's are achieved 3 - nice to do, not
necessary
Adapted priorities (and vision facets) for each
division E.g. Sales, finance, telesales, SE vs NE
Examples: - attracting retaining and developing
the best people - directors to spend time and
and recruiting - customer relationships and
service - recruit a certain type/level of service
What are the critical tasks we must carry out if we
are to achieve our vision?
KEY PRIORITIES (3-5)
Repeat exercise often especially during quiet/
stable/profitable periods
Assemble executive team offsite to debate the
vision and priorities. Does the vision and
priorities still fit the competitive environment
These priorities will change over time: completed -environmental changes - competitor
responses etc
CHAPTER 2: MANAGING YOUR TIME
CHAPTER 3: GIVING & GETTING FEEDBACK
CHAPTER 4: SUCCESSION PLANNING AND
DELEGATION
CHAPTER 5: EVALUATION & ALIGNMENT

2. CHAPTER 1: VISION AND PRIORITIES
2 week exercise - use a s/sheet to map what you
spend your time on (every hour/half-hour of
each day). No double counting. Split time into
relevant categories - use the first day as a 'trial
day' to come up with the priorities.
Probably going to find a great deal of time spent
on matters that are not critical to their role and
to the success of the business.
Plan it, track it, assess it
Continually review and carry out this exercise
(quarterly minimum)
Successful companies find ways to match
employee skills and passions with critical
leadership roles. This fit helps ind'ls and
companies reach their potential.
Use this as part of coaching.
A. Even through you've delegated it, you decide
to 'stick your nose in' and ask questions.
Ineffective/pointless delegation. You don't trust
your people.
B. It feels good to be involved/have your opinion
sought.
C. You're pretty sure that these situations will go
better if you deal with them directly.
D. You have trouble saying no. We've been taught
from an early age to be helpful
Why does it happen?
Get involved and spend time away from other
priorities?
Decline to get involved, and suggest that your
colleague solve the problem on his/her own (with
some directional questioning, if necessary)
Effective leaders match their time allocation to
delivering on the vision and completing key
priorities. Time is as valuable as money.
If it comes in the way of or takes away your
efforts on tasks that only you can do - the cost is
high. Next time you're asked to take on some
other work:
Decline to get involved but suggest that your
colleague speak to a 3P/resource
CHAPTER 6: THE LEADER AS A ROLE MODEL
CHAPTER 2: MANAGING YOUR TIME
WHAT TO ASK THE PERSON IN THE MIRROR
(ROBERT S KAPLAN)
Time-vision mismatch - the cost of saying yes
CHAPTER 7: REACHING YOUR POTENTIAL
CHAPTER 8: BRINGING IT ALL TOGETHER
APPENDIX
1's bucket: Tasks that only you can do that are
essential for achieving the businesses key/critical
priorities.
2's bucket: Imp tasks (based on key priorities),
but ones that could be accomplished, at least in
part by someone else.
3's bucket: Tasks that are not critically important
and should be done by someone else in the
organisation. Need to actually question the
need for doing the task itself?
It gives you the confidence and power to say no.
Empowers DR's if you're not involved in 2s & 3s
How to fix this. Use the 1s, 2s and 3s approach.
(Use the 2-week exercise list of your tasks.)
You should increase the allocation of 1s in
planning your time. Continually review and carry
out this exercise (monthly minimum). It shows
you what situations (invited or not) you need to
be involved in.
Challenge 'sacred cows'
Not spending time on the critical priorities sends
a strong signal to the rest of the org'n that we
don't believe in these priorities.
How you spend your time sends an extremely
strong signal about what you believe in. Actions
definitely speak louder than words.
Leaders are role models
For example, senior mgmt allocating time to
interview, recruit, develop and retain key talent
(on a regular basis).
CHAPTER 3: GIVING & GETTING FEEDBACK
CHAPTER 4: SUCCESSION PLANNING AND
DELEGATION
CHAPTER 5: EVALUATION & ALIGNMENT

3. CHAPTER 1: VISION AND PRIORITIES
CHAPTER 2: MANAGING YOUR TIME
Effective feedback and talent evaluation are
critical parts of evaluation management - and
ultimately achieving your vision
The success of most businesses depends on
attracting, retaining and developing talented
people. And managing them to achieve key
organisational objectives
Reinforces priorities and aligns
Why bother with feedback?
Feedback is one of the most powerful levers in
managing people to execute those priorities
E'ees are keen to get accurate, honest feedback
from you
Done through direct observation, questioning
colleagues and DRs.
1. Identify 2 - 3 strengths and 2/3 weaknesses
for the individual
Address early in the year, so that receiver has
time to act on it.
2. Provide specific actionable feedback and
proposed remedies. (Focus on skills vs. personal
characteristics - which can't be changed). Clear
examples
Look at LT aspirations. Coaching should provide
each e'ee with the opportunity to reach his/her
potential
3. Updating and follow up. Monthly/qtly reviews.
How to coach
Applaud coaching + self improvement. 'Shout
outs'. These spread the message strongly.
Drive PD (personal development). Lead by
example. Everyone should have a PD plan
4. Create a coaching culture. Combined
ownership for giving and receiving feedback.
Coaching cultures attract talent. Give companies
a competitive edge.
Counselling and career advice
Mentoring
Doesn't necessarily require observation etc.
Candid assessment of S+W + actions for
remediation
Intensively focusing on getting e'ees better and
accelerating their development
CHAPTER 6: THE LEADER AS A ROLE MODEL
Requires a willingness to confront
Coaching vs. Mentoring
CHAPTER 3: GIVING & GETTING FEEDBACK
More time spent on observation and insight than
mentoring
Lays foundation for what he/she need to get
promoted in the future.
Coaching
Is a critical skill set for all leaders
Y/E = verdict. Too late to make changes
Fail to distinguish between Y/E review and
coaching
Coaching = throughout the year.
Why people don't coach effectively
Over-prepare. Talk to, observe, collect examples,
plan.
Time and effort taken to prepare
Fear that e'ee will not 'like' you
Fear of confrontation
E'ees won't leave to find a place that is less
confrontational.
Change seating
Lunches/coffees
Awkward silence
Further motivates the e'ee
Thank for feedback and update on how you are
addressing the points raised.
1/1s with individuals. Spotlight questions
Avoid isolation. Take corrective steps.
Getting feedback
Big Yak?
CHAPTER 8: BRINGING IT ALL TOGETHER
APPENDIX
An iterative process requires follow up by coach
and the recipient
Y/E is not right environment to give feedback.
Defensive. Surprises = anger/resentment/
betrayal = breach of trust, working relationship
damaged
WHAT TO ASK THE PERSON IN THE MIRROR
(ROBERT S KAPLAN)
CHAPTER 7: REACHING YOUR POTENTIAL
Create a 'pool' of e'ees to capture feedback
Get regular, frank feedback. Qtly.
Create a board of 'junior coaches' for yourself
(including non-work colleagues)
DR's across various depts
360s. Anonymous.
CHAPTER 4: SUCCESSION PLANNING AND
DELEGATION
CHAPTER 5: EVALUATION & ALIGNMENT

4. CHAPTER 1: VISION AND PRIORITIES
CHAPTER 2: MANAGING YOUR TIME
CHAPTER 3: GIVING & GETTING FEEDBACK
To achieve the vision and execute on major
priorities (with excellence) you need to have
developed the right talent to get the job done
Key leadership responsibility is to develop
potential successors for key positions. Leaders
must own this responsibility
The teacher always learns from the student
Your performance will also improve. You're
raising the bar for both of you.
They will be even more motivated to do their
best. Will increase their contribution to the
company
Why plan for succession?
Effective coaching programme = improved skill set
Outstanding people leave/abandon work
environments that don't groom for greater
responsibility.
Key assignments = relevant experience
SP tells you who to delegate to, before you start
delegating
Why succession plan (SP) before you delegate?
Plus better coaching and advice
Once SP adopted, you are able to delegate much
more effectively.
Consciously or unconsciously the perceive a
threat to their roles
Potential for 'blind spots'
Shared viewpoints, worked together previously
(rapport/interests aligned etc).
Judgement gaps
Promote key 'lieutenants' that are loyal to them.
Not the company.
"Team of cronies"
When challenged about this, response = others
not as good (reactive devaluation)
Drives away key talent
This clique gives a strong 'do not enter' vibe.
Board of Directors need to monitor for this type
of issue
Typically highlighted in a crisis
Hire!
Find out why your organisation is not developing
better talent from within? Issues with coaching,
development, training, recruitment etc?
Don't explicitly tell them that they're successors
How not to SP
Answer A: You don't have talent (perception correct)
Identify your 'stars'.
'We just don't have talented people'
'Look in the mirror'. Maybe you're not
recognising talent in front of you.
Block out time to spend with them. Review their
personnel files, performance appraisals, etc.
Understand their ST/MT/LT aspirations.
Answer B: You do have talent (perception incorrect)
Either way, you are probably doing too much by
yourself and can't seem to focus on key issues
facing the company.
They may also have more talent and experience
in specific areas
Subordinates have time to get work done vs. you,
if you're trying to get involved in everything
Stop meddling/getting involved when you don't
need to.
CHAPTER 6: THE LEADER AS A ROLE MODEL
List of candidates that in time could fill each role
1. Succession planning (SP)
List key positions. i.e. Org chart
Review 1/yr, 2/yr.
WHAT TO ASK THE PERSON IN THE MIRROR
(ROBERT S KAPLAN)
For each individual - bios, S, W, Devt needs,
career aspirations.
1. Create a Depth Chart
APPENDIX
Business unit leaders to 'own' their own sections
Include who will 'own' the candidates career =
coach (Adding relevant skillets)
A separate CDP for each candidate that could
take on a senior role
2. Devise a Career Development Plan (CDP)
Look at transferring candidates to other
divisions. Stops bottleneck/being trapped, drives
teamwork and creates 'fresh eyes'
Ensure coaching carried out throughout the year.
(See Chp 3)
How to develop a SP culture
Hold succession planning meetings with your key
business unit leaders (1/yr, 2/yr)
3. Review and follow up
Diversity
Don't buddy up. Progression in terms of merit
Enemy of cliques
Identify talent
You can never have enough talent
Significant amount of time spent. 20% target
Coach key people
4. Be a role model for talent development
'Craft' thoughtful job assignments for key people
Make your commitment visible
Chief Talent Officer
'Delegatees' have more time and potentially more
specialist knowledge to complete the task
The company is only as good as it's team. Not
any one individual
Team sport
Leader who are overworked are not reaching
their potential. Probably spending time on noncritical tasks and not on his/her highest
priorities.
Reserve your bandwidth/energy for tasks that
you need to own.
Learn how to say no
Periodic reviews to gain comfort.
Redirect to delegatee.
Allow mistakes. That's how they learn.
Incorporate periodic reviews
2. Delegating
I like doing it
Door open if you need to bounce an idea….
Count to 10
Diving back in. Diminishes 'delegatees' position
amongst peers, DR's etc. Also dilutes/cancels
impact on individual.
Does everything need to be done optimally?
Traps to avoid
I can do it better
Butting in?
How long is your shadow?
Allow mistakes, delays and different approaches
CHAPTER 8: BRINGING IT ALL TOGETHER
CHAPTER 4: SUCCESSION PLANNING AND
DELEGATION
Typical outcome = development action plan or
outside recruitment
List of key assignments that would develop and
give experience
CHAPTER 7: REACHING YOUR POTENTIAL
Shorten you shadow
CHAPTER 5: EVALUATION & ALIGNMENT

5. CHAPTER 1: VISION AND PRIORITIES
CHAPTER 2: MANAGING YOUR TIME
CHAPTER 3: GIVING & GETTING FEEDBACK
CHAPTER 4: SUCCESSION PLANNING AND
DELEGATION
Why haven't you made these changes?
If you could redsign your company today what
would be different? People, tasks, org
structure, incentives, leadership style?
Clean sheet of paper exercise
Pursuing market segments with distinct
competencies
Tasks, org structure, people aligned
It's all going so well….
Culture reinforces critical behaviours
Leadership style widely respected
Recession?
Leading players merge?
Products mature or are commoditised
A competitor unveils a technological innovation
Key talent leave / competitor hires key talent
And then something changes….(it always does).
Stop listening
Client approach changes
Maybe you change?
Lose focius
The design of the organisation is no longer
aligned with achieving its vision and key
priorities
So what does this mean?
Misalignment starts years before you see it
Employee morale
Key people leave
Always run a bit scared. Especially in good times
Clients rumble/move
EWS (Early Warning Signs)
Egos getting out of hand (spending up)
Erosion of firm's reputation
1. Selecting your key people
2. Formulating critical tasks
The alignment triangle
3. Designing org structure
In today's world + competitive forces - all these
items are moving through alignment to misalignment
CHAPTER 6: THE LEADER AS A ROLE MODEL
Key people are no longer right for their roles.
Including founders….
WHAT TO ASK THE PERSON IN THE MIRROR
(ROBERT S KAPLAN)
Your firm is out of alignment when one or more
of the above factors detract from achieving key
objectives
Phasing out a founding product. No sacred cows
Emotional attachment slows down/stops key
actions to maintain alignment
CHAPTER 5: EVALUATION & ALIGNMENT
Existing Incentive scheme don't drive right
behaviour
Assessing alignment
Carry this out regularly. Don't wait for a crisis proximate cause (= the thing that pushed them
over the edge). What gets you to this point has
happened over a number of years + steps e.g.
Xerox and digital printing.
What should be done = blank sheet exercise
Business is about change. Leaders manage change
Leaders cannot delegate this task. They need to
own this. Find the change in alignment and do
something about it.
Separate what should be done, with how it
should be done
How it should be done = getting from A to B
What should I do?
1. The leader is the 'architect'. Constantly
assessing whether the company is in/out of
alignment
True tests of leadership
2. The leader is the agent of change. When the
company is out of alignment
1. Key articulation of Vision + key priorities. (The
destination to which you're driving)
2. Coaching culture. Top down coaching people
to achieve the vision.
3. Succession planning
4. Moving key talent across the organisation
5. Strategy sessions. Monday meetings, off sites
etc.
Are these markets we would serve? Are these
products we would sell? Are these people we
would hire?
Would we be organised in this way? Or is
there a more effective way?
How would we assess and pay our people?
Driving alignment
The Blank Sheet Exercise
What key tasks would we need to be great at?
Team of potential successors look at all aspects
of the business to assess alignment. No sacred
cows.
Is our current culture one that we want to
foster?
6. The Task Force
Would composition of our leadership be
different? Do we need to change this?
Task force composition = 1 level down. Greater
emotional distance in assessing the situation and
calling for remedies. Also closer to the point of
attack
Seeing the bigger picture. Assign key team
members to watch competitors, market
movements etc. And report back.
Your role as leader to make sure that senior
ranks are filled with diverse views. Avoids
'groupthink
CHAPTER 8: BRINGING IT ALL TOGETHER
APPENDIX
Org structure needs changing
You need to anticipate challenges and
opportunities that are coming down the road and
deal with them in an orderly manner
CHAPTER 7: REACHING YOUR POTENTIAL
Diversity of views

6. 1. Visionary
2. Coach/mentor
3. Organisational architect
4. Change agent
The person you trust event when no one is quite
sure what the future holds
5. Wise captain
6. Visible chief guardian of the company's
reputation, ethical standards and brand integrity
Has the clout to get people to get in the same
room, forgive each other and work together to
solve a problem
7. The 'healer' who brings together people and
gets them to work together.
What roles does a leader have?
Hypocrite?
Leader to follow the same set of standards/rules
as the rest of the team
If not = 'do as I say, not as I do' = leader's
actions do not match top priorities/culture
Team will provide limited latitude for a leader's
behaviour
Office - door open/closed, sitting arrangement,
decoration, placement etc.
Social activity - lunch, chat, hierarchical
engagement etc.
8. A model for others to follow
How leaders are viewed?
Everyone watches the leaders
Body language, tone of voice, smiles/frowns etc
When things go wrong - takes responsibility?
Difficult situations - how are they approached
and dealt with? Stressful reactions vs. calm and
collected
Consistency in approach and situations
'Walk the walk'
Your actions (and words) as well as those of your
'lieutenants' (that you promoted/recruited) are
role models. Both groups are observed.
Delegation, PD plans and empowerment
Do your promotions support the company's
vision?
Seeing yourself how others see you
How you immediately react to different situations
vs. your 'count to 10' reaction
It's about you understanding you
Use your junior coaches to help with this
continuous process
Conscious approach to the messages you want to
be sending out with your behaviour
CHAPTER 1: VISION AND PRIORITIES
Be open to change and learning
Through actions as well as words
CHAPTER 6: THE LEADER AS A ROLE MODEL
CHAPTER 2: MANAGING YOUR TIME
CHAPTER 3: GIVING & GETTING FEEDBACK
WHAT TO ASK THE PERSON IN THE MIRROR
(ROBERT S KAPLAN)
Anecdotes pass through the company
Define you even though this accounts for a
fraction of your time
CHAPTER 4: SUCCESSION PLANNING AND
DELEGATION
Observation factor x 10
CHAPTER 5: EVALUATION & ALIGNMENT
May severely reduce trust in your leadership
Imitated by your people - suggested norm
With time pressure you still need to maintain
priorities - coaching, off-sites, reflection-inquiry
time
Make sure you delegate critical priorities that
you're too busy to address yourself
Self awareness
Reduce caffeine consumption
Sleep well
How do you behave under pressure?
What creates pressure for you? It's very specific
to the individual
Identify the situations/factors - improve self
awareness
Develop action steps that will help you cope
under pressure
Regular exercise
Time outs/slack time in your week
Build a support group /confidantes
'Count to 10', breathe before reacting
Discourages subordinates from pulling together
to solve the problem
Playing the blame game - when a leader fails to
take ownership of a problem
Individuals that would be inclined to help avoid
the situation/leader
Openly discuss the issue - how should one
behave/act/react/prioritise/work/delegate/
interact etc
Pressure that they are feeling is likely to come
from themselves
Improve client relationships
Helping your people cope under stress/pressure
Importance of using the situation as an
opportunity. Improve the business.
The company vision serves as an anchor/beacon
that guides leadership and employee behaviour
Anticipate the lapses that are likely to come
Live your whole life as you want to. Not in others'
expectations of you
The importance of 'balance' in being a role model
Live within means, work/like balance etc
CHAPTER 7: REACHING YOUR POTENTIAL
CHAPTER 8: BRINGING IT ALL TOGETHER
APPENDIX
Overcommunicate the vision + priorities

7. CHAPTER 6: THE LEADER AS A ROLE MODEL
Develop a deep understanding of your talents,
personality, values and passions.
Excellent leaders bring their distinctive attributes
to their organisation
Encourage other people in the organisation to do
the same
Would your colleagues/DRs agree with them?
Come up with a devt plan to tackle the W's and
further improve the S's
Understand your Strengths and Weaknesses
Do this on a regular basis (qtly, 6-mthly) and
keep a running list
Make a note and keep track of them
S's and W's change as your role changes
Permanent feature of your schedule. Not to be
discarded once you've "made it big"
PD is a life long process
Have a realistic and honest understanding of
your likes/dislikes
Make sure that critical responsibilities are getting
accomplished at a high level of quality that fits
the need of an organisation
Recognising your passions
Achieving sustained high performance
Where possible concentrate your time and energy
on tasks that fit your skills and passions
It doesn't make sense to leave these tasks poorly
attended/ unattended
If you hate doing something, your are likely to
procrastinate…
Do these tasks achieve key priorities? If so,
delegate to other senior leaders that have a
passion for these tasks
If not, assess whether the task needs to be
carried out at all?
Do you like to joke around? Or are you a more
serious person?
Prefer 1/1? Or large groups?
Your leadership style is the manner in which you
do your job
Blunt and direct? Versus less confrontational?
Analytical (learn by doing extensive analyses)? Or
learn by talking to people? (I vs. E)
Developing an effective leadership style that fits
who you are
What is your theory on human motivation? Stick
vs. carrot?
To be an effective leader requires course
corrections to your style to keep the company on
track that fit your personality traits
The ongoing challenge is to develop a style that
fits you and your company's needs.
Are you willing to hear the truth and learn to
adapt your behaviour?
Write down your style - very useful tool
What do you truly believe? What feels
comfortable for you? Does it work for both you
and the org'n?
CHAPTER 1: VISION AND PRIORITIES
Do you believe that you have unique attributes
and talents that are valuable to your company?
Do you believe that your unique attributes and
talents are recognised?
CHAPTER 2: MANAGING YOUR TIME
CHAPTER 3: GIVING & GETTING FEEDBACK
WHAT TO ASK THE PERSON IN THE MIRROR
(ROBERT S KAPLAN)
CHAPTER 7: REACHING YOUR POTENTIAL
Historical episode of unfairness? Denied
recognition/compensation?
CHAPTER 4: SUCCESSION PLANNING AND
DELEGATION
Lack of faith = Inclination to only carry out a task
when your expectation of what's in it for me is
satisfied
CHAPTER 5: EVALUATION & ALIGNMENT
Do you have faith in your company - that justice
will prevail?
Lack of faith = leader becomes the cynic in chief.
Not able to focus on S + W, vision, authenticity,
coaching and improvements etc. Too busy
focusing on trying to please a 3P/following a
separate agenda to that in the vision (consciously
or subconsciously). E.g. push coaching, but
reward only profit delivery
Lack of faith
The need to believe in fairness
Creating a system of fairness and meritocracy
can provide a superb competitive advantage.
Outstanding people gravitate towards leaders
who are authentic and companies in which
justice prevails and people are encouraged to
reach their true potential based on their own
distinctive qualities
A leader that works hard to figure what he/she
believes and then having the courage to act on it
The best companies are built around a
willingness to debate, disagree and challenge.
Wise decisions arise out of those disagreements.
People in these companies are true to themselves
and act like owners
Play the game with a degree of abandon. Use
your best judgement. If it's wrong, learn from
this. Distinguish between an error in decision
and external contributing factors
Set aside 'go to hell' money
Live within your means
Adequate amount of vacation/breaks
Qtly
Exercise
The essence of leadership
Proper diet
Sleep well
Other points
External hobbies
Charitable work - adds perspective
Work + networking
Family
Feed the "times"
Friends
Husband-wife
Own
Reach your potential - not someone else's
CHAPTER 8: BRINGING IT ALL TOGETHER
APPENDIX
Ripple effect that affects the whole organisation
= company of cynics
1. Watch your rhetoric. People listen to every
word/watch every action that you take
How do you avoid building a cold unsupportive
work environment?
2. Reward e'ees for more than just commercial
delivery. E.g. coaching etc.
Avoids the 'don't-agree-but-still-nodding-headsyndrome'
People much more likely to speak up and
challenge when appropriate
Beware of restricting this when a leader has an
argumentative / aggressive style

8. CHAPTER 6: THE LEADER AS A ROLE MODEL
CHAPTER 7: REACHING YOUR POTENTIAL
Allocating time and resource to reflect, ponder
and ask the right questions
It's not about having the answers, but asking the
right questions
Monday meetings for senior leadership
Quarterly dinners - leaders
Anticipate competitive threats
The reflective organisation
Regular off-sites for senior leadership
Identify and seize attractive opportunities
Make critical necessary changes
CHAPTER 1: VISION AND PRIORITIES
Special task forces to address key issues
CHAPTER 2: MANAGING YOUR TIME
Process meetings
CHAPTER 3: GIVING & GETTING FEEDBACK
WHAT TO ASK THE PERSON IN THE MIRROR
(ROBERT S KAPLAN)
1. Build time for the organisation
Agenda / issues in advance
CHAPTER 8: BRINGING IT ALL TOGETHER
CHAPTER 4: SUCCESSION PLANNING AND
DELEGATION
The Inquiry and Reflection habit
How to do it?
Pose a small number of key questions
CHAPTER 5: EVALUATION & ALIGNMENT
Preparation key for meetings. Stick to task at
hand. Segment meetings
Ask attendees to come prepared to debate and
discuss the questions
Reflect, inquire & debate meetings that are
longer and at a time when no one is 'looking over
their shoulder' e.g. Friday afternoon
Well understood follow up and implementation
steps
Use these meetings to reiterate vision, priorities
and values
Give a voice to your people
Creates space to focus and gain perspective
2. Build in time for yourself
Balance
Short list of questions on your wall
APPENDIX