Food for thought
After decades of study, experience, and working and speaking with hundreds of CEOs and companies around the world over the past few years, I have found the following, for the most part:
- We do change wrong – 70% of change initiatives fail
- We do decisions making wrong – We rarely have a standard process
- We do vision wrong – Visions are clear, detailed, painted pictures, not statements.
- We do people wrong – We are all a little crazy, irrational and impulsive
- We do teams wrong – Most teams do not show up on the org chart
- We do feedback wrong – People do not want feedback
- We do innovation wrong – Insight and creation is messy. instructional failure is good.
- We do Strategy wrong – Unique is better than better or best
- We do meetings wrong – We waste $37 billion each year
- We do hiring wrong – The chance of a solid hire is the same as flipping a coin
Here is why I think this happens too often:
- There is a meaningful gap between what science knows and business does.
- Few things truly matter, but those that do matter tremendously. Leaders do not spend enough time here.
- Leaders rely too much on effort, luck, timing and force of will to achieve “success”.
I think it is a shame that the majority of businesses fail and many struggle for completely preventable reasons. Flourishing businesses focus on a few key areas. These are some of the reasons why I wrote my book, Further, Faster (free download).
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Please click here to order a copy of my book Further, Faster – The Vital Few Steps that Take the Guesswork out of Growth or download the free pdf version.