LEADERSHIP: THE MISSING LINK IN BUSINESS PLANNING

Why do organisations fail?  Or, succeed?  Breakthrough technology may help.  So can low-cost production.  Or, superb marketing.  But behind all this, one finds leadership.  Whether it's Murdoch, Gates or Mittal driving growth and achievement; or, Wagoner, Lay or others causing their companies to stumble.  But, their's are huge global businesses. 

So, let's get real.  Think of the successes and failures you see (or read about) locally.  Jot down some names!  And, what they did!  The tangible actions!

A rising market can make all of us look good.  But, some organisations (or divisions, departments or individual executives) still forge to the front.  While, others slide behind.  Why?  My four decades of experience (as line manager and consultant) says leadership is the key differentiator and driver of organisational performance.

So, check your business plan.  I suspect it has sections on marketing, production, finance and so on.  And, perhaps, staff recruitment, training and development.  But, where does it specify what you or other leaders are going to do – as leaders?  Why is this ignored – and, often assumed to be intangible and not something you plan?

Obviously, each leader drives implementation of his or her operating plan.  But, if you asked their people, what would they say should be their personal leadership priorities: to inspire people about the goals, convince them they're possible, improve the culture, lift technical standards, build teamwork and relationships, or what?

What are your priority leadership actions?  And, where's your plan?

Sound important?

Categories for this Potshot:

Great-leader Potshots, Create goal alignment, Lift organisational will, Establish constructive values, Set operating standards, Build teams and relationships,

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