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No one wants to be micromanaged, and no leader wants to be called a micromanager. But if leaders are not following up with their teams regularly, misalignment and ineffective prioritization are predictable.Casual conversations in the hallway, a comment in a meeting, or a sentence in an email may be understood
Is the time you sell to your employer time well spent? If it puts food on the table, shelter over your head, and clothes on your children, then it is. But could it be, and should it be, spent very differently?Most companies have mission statements; the majority of those look
If ambiguity is a major problem within your manufacturing organization your leadership likely demonstrates cognitive dissonance with regularity. Hypocrisy at its most obvious, cognitive dissonance is the discomfort that arises from holding two opposing views at the same time.If your leadership team doesn’t suffer that discomfort but your people can
No manufacturing organization can become successful, much less enduring, without a leadership team and culture that is disciplined. We all know that variability negatively impacts quality, and that’s true not only for products, but for communication, decision-making, processes, and more.As a leader it is your responsibility to ensure that employees
Entirely too many leaders refuse to lead. The evidence? They refuse to sequence priorities and share the reasoning of that sequence with all employees to use in making decisions. If leaders don’t make the hard decisions, they abdicate them to those with less information and vision.Afraid if you sequence them