Many CEOs are great at getting things done. But this do-it-now attitude can often keep leaders from seeing whether or not all that action is action in the right direction: https://t.co/bFzKZd5ITX #strategicCEO
As leaders, its easy to fall into time traps — a recurring pattern of activity that pulls you away from more important work.
Naming your time traps, then eliminate them: https://t.co/q4VmNxWPEg
Our dominant lens, comprised of our most frequent go-to biases, determines not just how we evaluate problems, but which problems we even register as problems. #strategicCEO
Visionary thinking is a genuine asset — it’s often what built the business.
But the same instinct that scans the horizon makes it harder to stay focused on the ground beneath your feet.
Read on: https://t.co/FRINEHWnuJ #strategicCEO
One national pizza chain took a look at the gap between what they were promising and what they customers were actually experiencing — and they closed the gap with resounding success: https://t.co/Xo2qjedzd5 #strategicCEO
Do you act like a thermostat in your business, or more like a thermometer that swings wildly with each new breeze?
Move from taking the temperature of your business to setting the temperature goal for everyone to work toward: https://t.co/KdyRti3Wnl #strategicCEO
Business leaders are so well versed in solving problems that they rarely even think about *which* problems deserve to be solved in the first place: https://t.co/yW39ZplJdN #strategicCEO
If a CEO uses meetings mainly for updates, firefighting, and short-term issues, the organization learns that execution is what matters most. #strategicCEO
Strategically minded cultures are rare. They don’t emerge by accident. They are cultivated through intention, repetition, and recognition: https://t.co/z72ByiTHik #strategicCEO
Many CEOs say they want more strategic thinking from their teams, but they may be inadvertently training the opposite: https://t.co/meEEQ9m5em #strategicCEO