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The most important thing is making people understand the strategy and the message, and be out in front of the people so that they actually understand the mission. I asked Colin Powell once, “What do you think is the most important thing?” He said, “The most important thing is the troops have to understand where they are going.” People don’t like change, but they can manage change. They can’t handle uncertainty. I think it is the job of leaders to eliminate uncertainty.  James J. Schiro, C.E.O. of Zurich Financial Services
The other most important thing is making people understand the strategy and the message, and be out in front of the people so that they actually understand the mission. I remember I had just been elected senior partner of PriceWaterhouse, and we had our new partners meeting, and  Colin Powell  came to speak. I was talking to him before the meeting, and I said, “Well, what do you think is the most important thing?” He said, “The most important thing is the troops have to understand where they are going.” People don’t like change, but they can manage change. They can’t handle uncertainty. I think it is the job of leaders to eliminate uncertainty.
Pastries
All natural Fresh Warm Easy to find
Poor quality product Inconsistent availability Visually unappealing
Declining sales Low customer satisfaction Lack of leadership engagement
Think grass…
… to bonus
Collaborate and leverage expertise
Choose a course  and stick to it
Know your market  and where you  are in it
Risk
Fail fast
Well developed, visually rich  will
help
 
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Eliminate uncertainty through clear strategy and leadership

Editor's Notes

  1. © 2008 WestPacCat Strategy. All rights reserved. Confidential use only.
  2. © 2008 WestPacCat Strategy. All rights reserved. Confidential use only.
  3. © 2008 WestPacCat Strategy. All rights reserved. Confidential use only.
  4. © 2008 WestPacCat Strategy. All rights reserved. Confidential use only.
  5. © 2008 WestPacCat Strategy. All rights reserved. Confidential use only.
  6. © 2008 WestPacCat Strategy. All rights reserved. Confidential use only.
  7. © 2008 WestPacCat Strategy. All rights reserved. Confidential use only.
  8. © 2008 WestPacCat Strategy. All rights reserved. Confidential use only.
  9. © 2008 WestPacCat Strategy. All rights reserved. Confidential use only.
  10. © 2008 WestPacCat Strategy. All rights reserved. Confidential use only.
  11. © 2008 WestPacCat Strategy. All rights reserved. Confidential use only.