You are trying to develop your team. You have been coaching them to improve their performance. You have been careful to stay focused on issues and not on their personal idiosyncratic differences. You even tried praise as a motivator. The problem is you usually see improvements in performance when you criticize problems. When you praise the good performance people seldom repeat it. Doesn’t it just make more sense to criticize, for the good of the team’s performance?
I am often asked to explain Differentiating Strategies’ delivery model. After all, the graphic is posted on the website with definitions for each of the components. How do these work together to create value for a leader and the organization they lead?
How do you balance working on your business with working in your business? Do you find that day-to-day issues take priority over longer-term preparation and planning?
Senior executives understand the need to define long-term goals and establish the capability to realize those goals. They understand that without a description of benefit for a long-term goal it is hard to decide on what investment is possible while still delivering value. We know what needs be done. The funny thing is, despite what we know, we often plan to work on long-term goals, just not right now, maybe later.