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1、JOSHUAGORCHOVTHEFIVEMESSAGESLEADERSMUSTMANAGEAlltoooften,leadersfailtoexplainwhattheymeanwhentheytalkaboutorganizationalstructure,financialresults,theirownjobs,timemanagement,andcorporateculture.Leftunclear,theseconceptsBLACKcanthrowafirmintoturmoil–butwhengivenproperfocus,t
2、heyconferextraordinaryleverage.byJohnHammCYANfyouwanttoknowwhysomanyorganizationssinkintochaos,looknofurtherthantheirleaders’mouths.Leadership,atanylevel,certainlyisn’teasy–butunclear,Ivague,roller-coasterpronouncementsmakemanytopMAGmanagers’jobsinfinitelymoredifficultthanthe
3、yneedtobe.Leadersfrequentlyespousedozensofcliché-infuseddecla-rationssuchas“Let’sfocusonthekeyprioritiesthisquarter,”YELmay2006115TheFiveMessagesLeadersMustManage“Customerscomefirst,”or“Weneedafull-courtpressinpowerfulnotionsthatotherwiserunawaywithemploy-engineeringthismont
4、h.”Overandoveragain,theypre-ees’imaginations.Byclarifyingamorphoustermsandsentgrand,overarching–yetfuzzy–notionsofwherecommandingandmanagingthecorporatevocabulary,theythinkthecompanyisgoing.Toooften,theyassumeleaderseffectivelyalignpreciousemployeeenergyandeveryonesharesthe
5、samedefinitionsofbroadtermslikecommitmentwithintheirorganizations.vision,loyalty,accountability,customerrelationships,Inresearchingthistopic,Ihavediscoveredthatmanyteamwork,focus,priority,culture,frugality,decisionleadersdon’ttakethetimetodefinespecificallywhatmaking,results,a
6、ndsoon,virtuallyadinfinitum.theymeanwhentheyusegeneralizedtermsorclichés.Eventhemostseniormanagersnodinpoliteagree-Theydon’twanttofeelthattheyaretalkingdowntopeo-mentwhentheCEOusesinflatedtermslikethese,butplebyprovidingwhatseemslikeunnecessarydetailortheexecutivesmayfeelsome
7、whatdiscomfited,wonder-context.Leaderssimplyassumethattheexactmeaningingwhetherthey’vetrulyunderstood.Ratherthanaskingoftheirwordsisobvious;they’resurprisedtolearnnotforclarification–arequesttheyfearwouldmakethemonlythattheirmessagehasbeenunclearbutthattheirlookstupid–theypas
8、sonvaguemarchingorderstotheirteamscravedefinitionssotheyaren’tforcedtoguesswhatownt