By Jocelyn R. Davis, Edwin H. Boswell, and Henry M. Frechette, Jr.
Even as the business environment has become increasingly complex, many strategies have become increasingly simplistic. Some have become so abbreviated that they’re little more than catchy phrases.
These “strategies” aren’t strategies at all — they’re just statements of strategic intent, or at best, strategies that are incomplete. At worst, they’re sound bites that provide little guidance for execution.
Here are some examples: Read more…
“How much do you think the way we need managers/leaders to "realize" what you talk about is because of the . . . ”
— ENJOYWorkWith.Me on Employee Loyalty? No, It’s Not Dead – It Just Changed Hands, 3 hours ago
“This is the great 21st century challenge for HR, management, and anyone concerned with the long term viability of the . . . ”
— Keisha Jackson on Employee Loyalty? No, It’s Not Dead – It Just Changed Hands, 11 hours ago
“Great point! What else will they want control over?!”
— Eric Gaydos on Relax – You’ll Never, Ever be Asked For a Facebook Password, 12 hours ago
“Derek, great piece. My own work also suggests that recognition is a top driver of employee engagement and loyalty (along . . . ”
— Kevin Kruse on Employee Loyalty? No, It’s Not Dead – It Just Changed Hands, 14 hours ago
“How very true. The positive impact of a leader admitting mistakes (as long as it's not all the time) and allowing others . . . ”
— jonbaker on 3 Steps to Help You Own Up When You Make The Big Mistake, 16 hours ago