CHAPTER 9CAPABILITY 4: DEVELOPING HIGH-VELOCITY SKILLS IN OTHERS
Copyright © 2009 by Steven J. Spear. Click here for terms of use.
It is an understandable view that leaders are responsible for setting objectives, allocating resources for the pursuit of those objectives, and establishing an emotional tone for the organizations they lead, including establishing the right combination of incentives to achieve the objectives. Leaders in high-velocity organizations do all those things; their combination of perspective and authority makes them the only ones who can. However, it is what they do in addition that sets them apart from their non-rabbit counterparts. One difference, of course, is that they must be system-oriented—responsible for the design ...
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