As a member of a company (big or small) you’ve probably felt a case of organizational whiplash from time to time. You know what I’m talking about? It’s that sensation you get when so many different “Big Ideas” get introduced (and then eliminated) by upper management, it’s as if your head has snapped back and forth one too many times, trying to keep up with the changes in direction.
As a group, executives are often guilty of “Bright Shiny Object Syndrome” (“BSO”); it’s a malady that costs companies untold amounts of wasted time, money and energy with its needless switching of focus. (And not to mention the sore necks from the whiplash.)
But there is an antidote to this form of executive ADHD. It’s a way to help those in senior management slow down and give important projects time to take root. Seasoned manufacturing leader Bob Richards* talked with me about what he jokingly refers to as a form of “executive Ritalin” – a three-step process he’s used to prevent senior leadership from yanking important projects before they’ve had time to demonstrate progress. You can read more about it over at Smartbrief, where I wrote an article called, Executive Ritalin: 3 steps to prevent leadership from killing your project.
*Longtime readers may recognize the name Bob Richards. From time to time, I’ve featured his leadership practices on The People Equation. Read more about his excellent leadership ideas on how to create positive workplace morale and see how Bob has grown a team of talented leaders.
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