Great update Andrew. I have always believed that organisations should be better aligned to serve their clients rather than themselves and you have articulated the approach really well. Love the 30min, 4 assurances approach too.
As usual Andrew, you clear away all the expensive over-egging of things done by highly expensive big end of town consultants. Thanks for your regular clarity.
Andrew, I was able to gain so many surprising insights from the horizontal+vertical structural analysis in your "Molasses" item! I especially love your first tip, "Your best judges of how they’re doing aren’t your GMs, they’re your team-level leaders".
I recently finished a 6-month program mentoring a team leader, and one of her program goals was to develop a better understanding of strategic planning. [I have, of course, shared W5MSM & encouraged her to subscribe.] During the program, she was unexpectedly asked to "act up" (for the first time) while her manager went on a month's leave.
A wonderful learning opportunity, and we talked about the necessarily different mindset a manager needs, compared to a team leader's focus on service delivery. Your article has forced me to rethink that. My interpretation is that a manager needs to *retain* that service delivery focus, within an extended role that requires an *additional* management mindset.
Great update Andrew. I have always believed that organisations should be better aligned to serve their clients rather than themselves and you have articulated the approach really well. Love the 30min, 4 assurances approach too.
Andrew, your 5MSM gives me gems every time. Every time.
As usual Andrew, you clear away all the expensive over-egging of things done by highly expensive big end of town consultants. Thanks for your regular clarity.
Thanks Frank - I do appreciate your comment! Andrew
Andrew, I was able to gain so many surprising insights from the horizontal+vertical structural analysis in your "Molasses" item! I especially love your first tip, "Your best judges of how they’re doing aren’t your GMs, they’re your team-level leaders".
I recently finished a 6-month program mentoring a team leader, and one of her program goals was to develop a better understanding of strategic planning. [I have, of course, shared W5MSM & encouraged her to subscribe.] During the program, she was unexpectedly asked to "act up" (for the first time) while her manager went on a month's leave.
A wonderful learning opportunity, and we talked about the necessarily different mindset a manager needs, compared to a team leader's focus on service delivery. Your article has forced me to rethink that. My interpretation is that a manager needs to *retain* that service delivery focus, within an extended role that requires an *additional* management mindset.
Cracker this week!