Agree that in many(probably most) of the organisations,the employees are not as enthused about the ambitious(sometimes over ambitious) growth goals championed by few(mostly the top boss ). And the primary reason for the lukewarm,sceptical response by the employees is that no one has bothered to discuss with the senior or middle managers the why and the how of those ambitious goals.Only the WHAT is conveyed to them.And,annual "strategy meets" is the occassion when the growth plans are "presented"(not discussed). Every one falls in line and even applaud the lofty growth goals .. In my view,the reason for announcing such ambitious goals could be the CEO's committment to the board.And,in many organisations goals/targets get a an add on buffer at different levels thus ŕesulting in a hugely inflated target for the excecutors at middle and junior levels.There is no sense of purpose and many a time employees see such targets as a means to deny the variable pay component of CTC.
Great interview. Helping others and create impact in others life is the most valuable skill. I love to be a coach. Wish to join this Post graduate program on coaching. Dr.A.Selvaraj
in sales there is a saying "jo dikhta hey,woh bikta hey ".....agree that the coachee,s subtle changes/efforts to change need to be visible for the team/stakeholder to refresh the leader's profile picture. puneet krishnan
My take on why there is a lack of anticipatory principles nowadays is 1)the "leaders" have a high pressure to deliver in the short/medium term due to board,investor,market expectations. Hence,long term vision and pathway give way to immediate business goals. 2)Leaders are those who can enthuse the teams with a "sense of purpose and self worth"....even in a bad business scenario. In both the above,the leader himself/herself should feel confident and secure.
