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Bill, I assume most companies have a hard time admitting what's holding them back are
people issues, right?
Well you know they do but they don't necessarily admit that its people.
They'll look to the strategy first and they'll say "Oh, there must be something
wrong with our strategy." Or, they'll look at the finances and say, "Oh, we didn't maximize
this." Or, they'll look at the innovation and say "Oh, we need more innovation, or
we need to better define our marketplace." When in reality,
most of the time it has to do with people and
that's what they want to come to last because it's hard to deal with
people
issues! Yes, let's face it, there you know in in
depending on the size and company it's always about relationships
and someone is relationships I've had have I've been in place for years and
years
yet somebody got promoted into a job that they're no longer capable of doing
or doesn't maximize their skills and the last thing
the leader wants to do is impact the relationship but they've had so they're
gonna look to all these other things first
before they finally get to the people so how do you break that pattern. a belief
that
well it's exactly that it's it's helping them if we get an early enough and can
help them examine
and let them really define okay why is it why do you think it's a strategy
officer
why do you think it's an innovation officer why do you think it's a
financial issue
and pretty soon they're gonna with the this in-depth questioning
the people tell me I'm so good at they'll get to the point of saying that
you know maybe really is that the strategy so we'll look at okay well
we'll talk about the clarity of the strategy let's talk about how that
strategy was executed
wall was a really executed okay why why was intellectually
well because john didn't do this to marry didn't do that and okay we'll talk
about that
so pretty soon we get it to the people issue
and now they know that it's more people and that strategy