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Ignoring This Issue Could Ruin Your Company

The Two Big Questions

The two big questions leaders ask themselves—or at the very least should be asking themselves—are “how are my people executing my strategy,” and “are my new resources onboarding into this strategy?” As Andre Lavoie explains in this article, not getting the answers to those questions, good or bad, has the potential to ruin your company. As Lavoie states:

Companies of any size that focus on staying aligned with goals can operate much like a lean startup, with everyone on the same page. However, we all know how hard it can be to keep communication in a large organization flowing in both directions. It often feels like growth and transparency have an inverse relationship.

A recent study called “How Leaders Grow Today” conducted by my company and Dale Carnegie found 43 percent of employees were familiar with the company’s strategic goals but could not actually list them. This is a problem, since your employees need to be aware of how their projects fit into the overall organizational framework and how their specific contributions impact your company strategy.

Make Directives Understandable

Translating high level goals into understandable directives for the whole company can be quite a thing to accomplish, but the damage is far worse if teams don’t understand the overall aim of the work they are attempting to accomplish. Aligning goals (small goals to the larger strategic goals of the company) is as important as completing the work itself. Keeping current employees on target while familiarizing new employees with those goals is the best bet in moving your company away from this potentially ruinous mistake.

To learn the whole story of how to align goals, read the full article here: http://www.ceo.com/leadership_and_management/ignoring-this-issue-could-ruin-your-company/

About Matthew Kabik

Matthew Kabik is the former Editor of Computer Aid's Accelerating IT Success. He worked at Computer Aid, Inc. from 2008 to 2014 in the Harrisburg offices, where he was a copywriter, swordsman, social media consultant, and trainer before moving into editorial.

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