Leadership and the art of plate spinning
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Senior executives will better balance people and priorities by embracing the paradoxes of organisational life.
The three simple questions of business leaders. What are your company's ten most exciting value-creation opportunities? Who are your ten best people? How many of your ten best people are working on your ten most exciting opportunities? It's a rough and ready exercise, to be sure. But the answer to the last question - typically, no more than six - is usually expressed with ill-disguised frustration that demonstrates how difficult it is for senior executives to achieve organisational alignment ... READ MORE
Released by McKinsey Quarterly - November 2012