The larger picture is about the vision and mission. The “how” of what we do each day to accomplish that (or not) is what I’m commenting on to get the actions/ behaviors / direction to be aligned to the larger vision. So even when I see that things are not working, I am determined to lead that part of the solution to get it back on track.
Because all the “right” strategies in the world could be applied to any business but what makes it right for them is really about leveraging their core strengths today. So it’s about discernment certainly to figure out what is a company’s strength today. And what are they clearly not able to do. And then to look at that clearly, without bias to think about what makes sense. I suppose in some way it’s the role of a parent to a child or a teacher to a student. The parent or teacher sees things the child or student doesn’t. Not because the child is stupid or the student ignorant, but both are learning and are too close to the situation themselves to have some perspective of what true gifts / strengths / abilities they should place their leverage.
There’s a difference between being involved and being committed. To be an athlete you must be committed.
When it comes to improving performance, most organizations’ problems can be traced to their inability to think and talk together at critical moments.