Get Your Team to Do What It Says It’s Going to Do
by Heidi Grant
Say you’re in the early stages of planning your department’s budget for the next fiscal year. Your management team meets to establish short-term priorities and starts to think about longer-term resource allocation. You identify next steps and decide to reconvene in a week—but when you do, you find that very little progress has been made. What’s the holdup? Your to-dos probably look something like this:
Step 1: Develop a tentative budget for continuing operations.
Step 2: Clarify the department’s role in upcoming corporate initiatives.
Those steps may be logical, but they’re ineffective because they omit essential details. Even the first one, which is relatively straightforward, ...