When everything is urgent, nothing is urgent.
When everything is a priority, nothing is a priority.
Change efforts go by the wayside if there's not enough urgency within the organization
to ensure that it will be given an undivided attention and resources it needs. Moving the strategic priorities into implementation requires consistent and constant pressure from management that understands strategic management.
85% of strategic plans do not get implemented. When the rubber hits the road, the tendency is to focus on the day-t0-day mundane issues, relegating the higher objectives into the backburner. This stop-and-go scenario will delay your progress and unconsciously reward inventing obstacles.
Managers and leaders- stop treating all crisis as equal. You should know how to treat priorities as real priorities, or your employees will not believe another memo with an urgent stamp.
It's not what they hear, it's what they see in action that gets believed.
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