I was in a Starbucks this week and noticed Howard Schultz’s book Onward. He is the CEO of Starbucks, and the book’s subtitle, How Starbucks Fought for Its Life without Losing Its Soul, prompted the idea to send you this video.
When I use the word “commitment,” many interpret it as commitment to the company, team, or cause. That’s not at all what I’m referring to here. Of course everyone on your leadership team is committed to the company (I hope). The question is, is each person on your leadership team committed to every decision you make every time?
It feels like an oxymoron discussing process to entrepreneurial leaders, but I hope to make clear the value of marrying process and entrepreneurship.
One of the most well-received articles I ever wrote was called “All You Need Is One Great People-Move This Quarter”
Do you ever get frustrated with people on your leadership team while solving problems or brainstorming ideas? They may ask too many questions, jump to conclusions too fast, are too quiet, or are always a pessimist. Do you sometimes wish they all had your “MO” when discussing these things? Wouldn’t that be great? Or would it?
I’ve observed an ailment in many sessions over the years, and lately I’ve been prescribing the remedy more than ever, so I thought it worthy of a blog. It occurs during issue solving, and odds are that you’re dealing with it too. When a leadership team is addressing an issue and one of the leaders is explaining the issue to the entire team, many times he or she makes very general, generic statements to all team members when the issue really only has to do with one or two people. This normally stems from a fear of conflict or lack of accountability on the team, and it’s costing you valuable time and causing murkiness, confusion, and lack of resolution.
