TRAP SHOOTING
Leaders fall into three common traps as they attempt to guide their organizations through change. The first is expecting others to change without changing themselves.
Rick, the CEO of a consumer products company, complained that his highly paid vice presidents bounced decisions to him that they should have been making on their own. This prevented Rick from fulfilling the strategic aspect of his role, which included identifying potential acquisitions that would fuel growth.
Instead, Rick spent much of his time resolving internal squabbles. Ironically, his direct reports voiced similar complaints—their own staffs bickered constantly among themselves and rarely made decisions without the blessing of their vice president. This slowed ...
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