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The Art of Action: Leadership that Closes the Gaps between Plans, Actions and Results by Stephen Bungay

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STRATEGY BRIEFING AND BACKBRIEFING

What Joe did was common sense. In its essence, his thought process was no different from Tracy’s. For Tracy the context was obvious: she was confronted with a valuable passenger who was going to miss his flight unless she did something about it. She knew the higher intent: to gain full-fare passengers by offering superior service. She knew her freedoms and constraints: she could leave her post and override the normal boarding process, but she must not delay the flight. From that she could quickly decide what she had to do and why: she had to get the passenger on the plane in order to secure his long-term loyalty to the airline.

Tracy had no time, but the task was simple and she did not have to involve anyone ...

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