CHAPTER 3USE COMMANDER’S INTENT TO PROMOTE OWNERSHIP, STRETCH YOUR PEOPLE, AND ALIGN THEM WITH YOUR BUSINESS STRATEGY
Investing excruciating minutes to ensure clarity about who is responsible for doing particular tasks, which we described in Chapter 2, takes time. The good news? The advice we give you in this chapter—for getting clear about the what and how related to projects, initiatives, and strategy—will save you time while helping you to create the conditions of accountability and deliver results.
Dr. Richard Stotts leads a team at the Air Force Research Laboratory in Dayton, Ohio, where they develop tools and technology for countering weapons of biological and chemical warfare. The stakes are high, and so are his expectations of his team. ...
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