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BY Rene Boer

For the Greater Good of your Business

A cohesive and effective leadership team makes decisions for the greater good of the organization. Members of the team are selfless, willing to put their egos and personal agendas aside and ask themselves what is best for their company. Unfortunately, when faced with tough decisions the first inclination is to make decisions based on how the outcome will affect us personally or our department. The winner is often the person who is most persuasive but the loser is the company whose leadership team is constantly infighting to protect its turf.

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The Art of Delegating

Teddy Roosevelt once said that “the best executive is the one who has sense enough to pick good people to do what he wants done, and self-restraint enough to keep from meddling with them while they do it.”

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Solve Business Problems – Compartmentalizing!

In a prior life, I often found myself dealing with about 136 issues daily, hoping to solve as many business problems as possible. But, no matter how many issues I moved off my desk, the next day there’d be a few more there waiting for me. I measured my productivity and success by how many problems I could solve. Often I found myself solving the same issues over and over again. Sound familiar?

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Business Deadlines = More Traction

The acronym “S.M.A.R.T.” is a filter to create goals that are specific, measurable, achievable, realistic and timely. Each is important to setting goals but it’s the last one, “timely” that creates the urgency necessary to achieve a goal. And, nothing ensures timeliness like a deadline. Setting and then meeting business deadlines creates traction, and traction is the real test of an effective, cohesive leadership team. Without traction people are just spinning their wheels.

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Solving Business Problems – Start With This Discipline

How often have you sent emails or left voice messages for team members, asking them to solve business problems without considering what else they are working on? In the rush to solve business problems, well-intentioned leaders and managers sometimes create unnecessary chaos and work for themselves and their direct reports. Have you ever solved what you thought was an important business problem only to realize you had created an even larger one by over-reacting or reacting too quickly? Or have you ever diverted key resources away from higher priorities to solve things that weren’t as important?

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