CEOs must be broad in their approach: manage every functional area, integrate multifunctional decisions, and cover the waterfront. Even if done reasonably well, those actions are insufficient. Relying on someone else’s (your management team's) word isn’t good enough. To significantly amplify your impact in many ways, don’t just be horizontal; add in an occasional vertical slice and: Go Deep.
On one or a few chosen pending decisions, after you have received the usual inputs and recommendations in the traditional 'info-flows-upward" way; utilizing whatever excuse you want dive down into the organization and interact with all the involved front-line individuals--mid-line managers, administrators, production staff, operators, programmers, customers and sales individuals. Go into your retail outlets in disguise, call in to customer service anonymously: dive in, Go Deep.
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No technique has greater potential for a profound impact. Going Deep obviously increases your short-term workload but in the end you’ll be smarter, your organization will become more effective, and as a result your job will get easier. The permanent benefits from this one-time (or a couple times) extra work are extraordinary:
• Achieving the best decision you can make on this particular subject, but that's not as important as:
• making the information flow and judgments on all future projects much tighter and more carefully done, but that's not as important as:
• Establishing your credentials as a no-nonsense, involved, leader
There's more detail at:
http://www.boldexec.com/boldexec/real_world_decision_making/index.html
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