CHAPTER 9
TRUST MAKES TEAMS ABLE TO PERFORM
Recently I had an enlightening conversation with a CEO client about his work with his team. He had just a few weeks before taking over a new business unit with about $500 million in revenues. As the new leader, he was amazed by the disorganization and lack of clarity he saw. Sometimes, just from the disparate amount of work, he would just sit in his office utterly confused as he tried to figure out what triggers to pull to get the organization moving. There seemed to be so much to do, and yet so many fragmented parts.
My first suggestion was to divide the business into two areas of focus with two questions:
What were the immediate, short-term activities (remember those execution functions: attending, ...
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