So the leader – and this is probably harder than anything else they’ve done – has to try to simplify what winning looks like for the core strategy.Īnyone can walk into their office in the next 30 minutes and convince them they have an idea for a great program. There are going to be 15 different people in their organization who have very good reasons to promote their particular initiative around technology and digital solutions. What is your advice to them?Ī: It is a huge landscape, and the most important thing is to try their best to simplify and focus. Q: The digital question is vexing for most executives these days. Frankly, people want nothing more than a dedicated one-on-one meeting when their leader is fully present for them.
THINK ACRONYM PROFESSIONAL
How much time do they schedule for dedicated one-on-one meetings over a typical month that about the professional and personal development of their direct reports, rather than strategy and operations. Q: When they bring up their concern about their team, where do you go from there?Ī: I’ll ask them about their cadence of communication and feedback. More recently, I’m also hearing a lot of concern about how they’re going to navigate the digital revolution that’s disrupting every industry. Many of them talk about feeling a sense of anxiety about not wanting to disappoint their team.
Q: What are some common themes that come up with the senior executives you advise?Ī: Early on in the relationship, I often become the catalyst for one of them because I typically ask them if there’s anything that makes them afraid. colleague Dave Goebel, who often shares this advice with senior executives. Here’s a great reminder of the “WAIT” shorthand from my Merryck & Co. You have to slow down and be self-aware about why you’re talking.
By Adam Bryant Managing Director at Merryck & Co.Įditorial note: This post originally appeared on Adam Bryant’s Linkedin page.Ī core (and often under-appreciated) leadership skill is listening.
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