![]() ![]() I agree with the third point: Empowerment is critical. We have been told that participative leadership, rather than prescriptive leadership, is what we should aim for that organizations should be agile, with “change the only constant” and that empowerment is critical for employee satisfaction and long-term value. For the past 30 years, the literature on leadership and empowerment has advised leaders not to be too prescriptive about these questions, lest they undermine employee empowerment. Lack of Time Isn’t the Only Reason Leaders Ignore These QuestionsĪ lack of time, too many so-called “priorities,” and the gnawing presence of the urgent masquerading as the important are usually quoted as the main reasons why leaders’ answers to these macro questions aren’t clear enough.īut I suspect an even more fundamental reason is at play here. But I know lots of leaders who don’t spend enough time answering them, and even more who don’t answer them with sufficient clarity so their people can then get on with delivering the answers. I don’t know many leaders who would say they don’t think these questions are important. how the people within the organization will behave - toward customers, other stakeholders, and each other.what this produces for the business and for shareholders - the critical outcome metrics by which the organization will be judged.what it offers (and does not offer) its customers, and how and why this offer delivers value to these customers.why the organization exists and what its purpose is.So, what are these big strategic questions that leaders aren’t spending enough time on or aren’t answering in a sufficiently clear or disciplined way? They are questions about: Time and effort spent on macromanagement enables leaders to be as clear, decisive, and disciplined at the macro level - on the big strategic questions the organization is facing - as their managers are at the micro level, i.e., about how these decisions might be implemented. Although there are different definitions of this term floating around, when I talk with executives, I use it to mean managing the big issues rather than the small ones. The main upside is that leaders have more time to spend on what we call macromanagement. But while we understand the downsides of micromanaging and taken action to avoid it, we still haven’t sufficiently embraced the upsides of not micromanaging. Every leader knows that they shouldn’t micromanage - even if some of us still do. ![]()
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