During a break in the meeting, Dan pulled me aside and whispered, “No more ‘p’ words, please.”
“What are ‘p’ words?” I asked.
“You know,” he replied, “Words like process, perspective and paradigm.”
Dan is results-driven. There were way too many “p” words in this meeting for his comfort … planning … process … people … participation.
At one time or another, many of us have felt like Dan – that it is so much easier to do the work than take the time to involve others in the process of planning for the work – to just decide where you’re going and get on with it.
The problem is, when you’re a leader, you can’t just announce where you’re going and expect people . . . → Read More: Results Driven vs Process Driven Leadership
Imagine leading the charge into battle and at the crest of the hill, turning around and discovering there are no troops behind you. This was the situation the leaders of Southern New England Telephone Company (SNET) faced in 1994 when Connecticut deregulated the local market.
SNET had been thrown into uncharted waters as Connecticut was the first state to open its telecommunications markets to competition, more than a year and a half before the United States Congress passed the federal Telecommunications Act (1996).
Having had advance notice, the leaders had worked diligently with a top consulting firm to create a comprehensive strategic plan that would make them competitive. It involved restructuring into wholesale and retail operations and providing an array of new retail services. . . . → Read More: The Process is as Important as the Product: 7 Tips to Manage Both