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We all think we have time, you know. It's this miracle substance and there seems to be so much of it, and then all of a sudden, it's gone.

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Robert S. Kaplan

Vision and priorities should precede actions. Actions should be judged through the prism of how the firm adds value and the key competencies it seeks to build.

Action, Competencies, Priorities, Vision
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A mere 7% of employees today fully understand their company's business strategies and what's expected of them in order to help achieve company goals.

Accomplishment, Business, Goals, Order, Strategies

Why do leaders fail? Isolation and inability to learn. They are afraid to express doubt, admit vulnerability or seek advice from subordinates. Leaders must actively work to seek feedback and a reality check. They must be open to asking questions and framing issues. As the world becomes more complex and global, the risk of isolation becomes greater. The need for leaders to be open to learning becomes greater. Great leaders will need to ask the right questions and balance inquiry with advocacy.

Reality, Leader, Advice, Learn, Risk, Global

Process improvement programs are like teaching people how to fish. Strategy maps and scorecards teach people where to fish.

Excellence, Like, People, Programs, Strategy, Teaching

Authenticity is critical to leadership. That means trying to be yourself - this involves some self-disclosure, admitting what you don't know and being willing to ask questions.

Admitting, Being Yourself, Involves, Mean, Questions, Trying

One reason leaders don't delegate is they haven't been sufficiently clear with the team regarding their vision and key priorities - so that the team understands where the firm is going. If everyone is on the same page, it's a lot easier to delegate effectively.

Team, Priorities, Leader, Key, Leaders, Same
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