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O P I N I O N
S ince when is it okay for a firm’s senior executive to outsource leadership? Hopefully, you answered “never” to that rhetorical question. Unfortunately, too many firms haven’t figured out that leadership cannot be delegated. Don’t outsource your leadership Executives who delegate important decisions to the second tier, and not the principals, run the risk of curbing their firm’s potential.
when firms begin to look forward to 2017 and setting their new “strategic” goals. As a side note, if it’s a one-year plan, it’s really not “strategic,” so plan bigger. In this season of strategic planning, how are firms determining which strategic consultants to hire to help build their plans? Some firms are doing “Organizational leaders are supposed to set the direction for their company, establish the goals they seek to achieve, and connect individual tasks to the overall strategy.”
Organizational leaders are supposed to set the direction for their company, establish the goals they seek to achieve, and connect individual tasks to the overall strategy. Leaders are also supposed to retain the responsibility of making decisions affecting the long-term health of the organization. Why are so many principals handing top-level responsibilities to non-principals? In all of the leadership programs I’ve attended, not once did I hear someone recommend that, when handed a significant decision, it’s best to pass it down the chain. All too often that’s what principals are doing and it’s chipping away at your firm’s potential. How many difficult decisions do you pass down your company’s ladder? IT’S STRATEGY SEASON. It’s that time of year again
Bill Murphey CONTINUING ED
See BILL MURPHEY, page 4
THE ZWEIG LETTER October 31, 2016, ISSUE 1174
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