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My belief, and experience, has been that the most effective way to break this internal deadlock is to simply pick one reasonable decision, take a single action, and then reassess to choose the next step.
Two organizations were consistently positive outliers. What was particularly interesting about these two teams was that they shared few descriptors beyond their Pulse scores.
Let’s just start by calling out the elephant in the room: “hierarchy” can be a polarizing term. As with all tools, a hierarchy is only as effective as the use to which it is put and the expertise with which it is leveraged.
There is something about growing up in a family with four children that makes the importance of delegation obvious long before entering the workforce.
Completely independent operations were a technology-induced necessity and micromanagement was effectively impossible.
Planning and executing such changes can be overwhelming and while most business owners have clear strengths, few people are highly skilled in all the areas required for such fundamental changes.