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1、JOSHUAGORCHOVTHEFIVEMESSAGESLEADERSMUSTMANAGEAlltoooften,leadersfailtoexplainwhattheymeanwhentheytalkaboutorganizationalstructure,?nancialresults,theirownjobs,timemanagement,andcorporateculture.Leftunclear,theseconceptsBLACKcanthrowafirmintoturmoil–butwhengivenproperfocus,t
2、heyconferextraordinaryleverage.byJohnHammCYANfyouwanttoknowwhysomanyorganizationssinkintochaos,looknofurtherthantheirleaders’mouths.Leadership,atanylevel,certainlyisn’teasy–butunclear,Ivague,roller-coasterpronouncementsmakemanytopMAGmanagers’jobsin?nitelymoredif?cultthanthe
3、yneedtobe.Leadersfrequentlyespousedozensofcliché-infuseddecla-rationssuchas“Let’sfocusonthekeyprioritiesthisquarter,”YELmay2006115TheFiveMessagesLeadersMustManage“Customerscome?rst,”or“Weneedafull-courtpressinpowerfulnotionsthatotherwiserunawaywithemploy-engineeringthismont
4、h.”O(jiān)verandoveragain,theypre-ees’imaginations.Byclarifyingamorphoustermsandsentgrand,overarching–yetfuzzy–notionsofwherecommandingandmanagingthecorporatevocabulary,theythinkthecompanyisgoing.Toooften,theyassumeleaderseffectivelyalignpreciousemployeeenergyandeveryonesharesthe
5、samede?nitionsofbroadtermslikecommitmentwithintheirorganizations.vision,loyalty,accountability,customerrelationships,Inresearchingthistopic,Ihavediscoveredthatmanyteamwork,focus,priority,culture,frugality,decisionleadersdon’ttakethetimetode?nespeci?callywhatmaking,results,a
6、ndsoon,virtuallyadin?nitum.theymeanwhentheyusegeneralizedtermsorclichés.Eventhemostseniormanagersnodinpoliteagree-Theydon’twanttofeelthattheyaretalkingdowntopeo-mentwhentheCEOusesin?atedtermslikethese,butplebyprovidingwhatseemslikeunnecessarydetailortheexecutivesmayfeelsome
7、whatdiscom?ted,wonder-context.Leaderssimplyassumethattheexactmeaningingwhetherthey’vetrulyunderstood.Ratherthanaskingoftheirwordsisobvious;they’resurprisedtolearnnotforclari?cation–arequesttheyfearwouldmakethemonlythattheirmessagehasbeenunclearbutthattheirlookstupid–theypas
8、sonvaguemarchingorderstotheirteamscravede?nitionssotheyaren’tforcedtoguesswhatownt
