There’s a term to describe tempting opportunities outside of an organization’s core competencies: “Shiny Things.”
Like sparkling diamonds or the flashing lights of fame, these opportunities beckon. Shiny things lure even the most rational leadership teams into poor strategic choices with real implications. When confronted with a new opportunity — a shiny thing — you’ll need to ask if it is a “core” or is it a “lure”?
I recently had a slightly humorous, but nonetheless, very forceful reminder of the power of repetition when communicating with your team.
In the world of EOS®, we subscribe to the premise that you have to say something seven times to be truly heard.
The Scorecard is one of the foundational tools we teach our EOS® clients. When I explain that it is a tool to enable management by exception, many of my clients respond that they do that already with a dashboard.
A few years ago, I traveled to Green Bay, WI to see the Bears play the Packers on a Monday night.
My son and I made the trip with my wife’s brother and his son, who live in the LA area but somehow are huge Packers fans. When we arrived at the stadium on Sunday afternoon for a tour, my nephew said, “Look at the clock.” I said, “Okay, it’s 1:15.” Then he said, “Look at your watch.” I saw it was 1:00 and remembered about “Lombardi Time.”
Recently, one of our client teams found themselves facing a difficult decision.
They realized that two functions they’d always kept separate really belonged under one leader. Keeping them separate created unnecessary complexity, causing extensive debates about overlapping resources, workflow and priorities. Combining them would eliminate confusion, increase speed and quality, and make the company more responsive to its customers. That part was easy.
The hard part?
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