|
Pressure
is high, time is short and it is critical to make the
right decisions to achieve objectives. |
Pressure
is high, leadership and influence are crucial in
leveraging talent and achieving results. |
It
is challenging to drive senior executive team decisions
to consensus. |
Individual
and Team
Decision-Making
Acute Issues |
| Management
team are meant to have common objectives but the activities
tell a different story. |
| Decision-making
is ad hoc and inconsistent. |
| Inconsistent
management practices waste time and cause frustration. |
| Meetings
can become time wasters rather than acting as forums to
take you ahead of the game. |
| The
better the output the higher the expectations and the
pressure. |
| |
|
Influence
for Leaders
Acute Issues |
| Management
team are not aligned in their abilities to strategise
and delegate. |
| Some
are managing when they should be leading. |
| Managers
are focused on their own teams but don’t leverage
opportunities within the senior team. |
| Competition
within the team overshadows co-operation. |
| Culture
and time pressure means no time allocated to discuss and
address communication issues. |
| |
|
Facilitated
Decision-Making
Acute Issues |
| Group
decision-making process falls short of effectiveness. |
| Issues
need to be effectively prioritised. |
| Lengthy
discussion often brings no result. |
| Emotion
and strong personalities potentially create chaos rather
than clarity. |
| Time
is often wasted in re-hashing issues. |
| Meetings
can be too long and not reach real consensus. |
| Parties
often walk away more annoyed than enthused. |
| |
|
Individual
and Team
Decision-Making
Chronic Issues |
| Culture
and time pressures means no time allocated to discuss
and address achievement issues. |
| Individuals
have their own ideas about solving issues but there is
no forum to allow the discussion, consensus and action. |
| Too
much time and effort is wasted addressing ongoing issues. |
|
|
Influence
for Leaders
Chronic Issues |
| Inconsistent
direction and lack of understanding causes ongoing annoyance
for all concerned. |
| There
is no forum or process in place for resolving communication
issues. |
| Failure
to be strategic in relation to communication and influence
causes problems but is not addressed. |
|
|
Facilitated
Decision-Making
Chronic Issues |
| Group
decision-making is ad hoc and inconsistent. |
| Individuals
complain yet not offer solutions. |
| Time
constraints cause a focus on BAU but no time allocated
to discuss and make team decisions. |
| Actions
from decisions made is often not carried out or inconsistent
so the issues keep on coming back. |
|
|
Individual
and Team
Decision-Making
Individuals Issues |
| Challenging
to find focus as expectations escalate and time seems
to shrink. |
| Daily
satisfaction and flow is elusive. |
| You
don’t consider yourself a procrastinator it is just
that there is always too much to do. |
| Know
the solutions but don’t have a system that fits
your unique style of operating. |
| What
you intend to accomplish and what you actually accomplish
are very different. |
| You
often become overwhelmed and annoyed. |
|
|
Influence
for Leaders
Individuals Issues |
| You
are in an influential position but you influence is not
always positive. |
| The
organisation is constantly changing and you must be adaptable. |
| Other
people are causing frustration or blocking progress. |
| You
are continually thwarted by politics. |
| You
need a strong network but you don’t care for networking. |
|
|
Facilitated
Decision-Making
Individuals Issues |
| You
are effective at influencing the decisions in your favour
but the result sometimes could have been better if you
had a useful system to arrive at your position. |
| You
decide from your own tried and true method rather than
one that stands up to scrutiny. |
| Up
until now you haven’t considered it necessary to
find a alternative approach, but the changing nature of
the economic environment increases the risk and responsibility. |
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