If we want to be successful, just think like the Champion Potato Peeler - one potato at a time.A Potato Washer & Peeling Machine is a device used to wash and peel potatoes. I had to moved on, and sadly that barrel of potatoes got so big, they went out of business it's unfortunate but sadly a little predictable. This brings me back to my Board colleagues.sadly we decided that we needed to try and peel them all at once, using the same peeler, with everyone having a go (and using a poor technique). That way eventually all the potatoes get peeled. You learn a good technique, get focused and not distracted, understand the big ones are more satisfying to peel (and provide more evidence of progress) than the smaller ones, but importantly you always peel one potato at a time, and then move onto the next one. To be a champion potato peeler you need to peel a lot of potatoes. I proposed the wisdom of the 'champion potato peeler'. So now we had 101 issues (beat that Jay Z). The next time we reviewed the plan, we concluded that we had managed to resolve none of the items, but needed to add 4 more. I had hoped that the scale of the action plan required would convince my colleagues to focus, so we could begin tackling our most pressing issues instead it enthused them to engage in the entire plan. Rather than tackle the key ones, a plan was prepared to manage them all.
In my last Board Leadership role, we prepared a plan for all key elements within the business we had to resolve / change to get the business where it needed to be. There is a reason we have a term 'brilliantly simple' and not one that reads 'effortlessly complicated' If simple is simple, keep it simple if it's complicated, make it simpler. Sometimes this is genuine, unfortunately, and to our great detriment often this is just someone taking a simple thing and making it pointlessly complicated. We revel in complexity to fuel our ego. There is familiar practice of 'adding value' that many companies and employees feel the need to engage in."Management' get far too involved in the detail when teams fail to act.so take the initiative. Manage your stakeholders by taking decisions, and accepting responsibility, rather than deferring them. Strategy changes, but it isn't always fundamental revolution, so keep moving forward, and manage UP. Poor Strategy / Leadership. 'We are waiting for the leaders / board to confirm the direction', etc.Get there early, start on time, and don't tolerate recapping for late comers.otherwise the perennially late just get enabled to carry on doing it! Poor Time Management. Meetings/calls start late, people turn up late, etc.You might find a conversation is faster and more effective. The worst is e-mail - though I do find the people who complain most about the number of e-mails they have, are generally people who send a lot, and communicate mostly through e-mail.
Again, I understand, but surely you have elements of control on this - demanding clear objectives, preparing for meetings in advance (and sending / doing pre-read to speed them up), managing a clear schedule of priorities and making it clear to the people around you how they work.
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