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I agree mostly with your comment and I've seen all of that too. The one thing I'd say though re > those of us under them make it work despite all the fluff the
by version_five 4y ago
I agree mostly with your comment and I've seen all of that too. The one thing I'd say though re
> those of us under them make it work despite all the fluff they layer on top of us
There is something to be said for that - maybe it's not globally optimal but having people under you scrambling to make things work often ends up leading to better outcomes than some other styles of leadrship. It doesn't feel good to be the one working there, but it gets better results than a person who comes and tries to tell people what to do and they all just ignore him. I've seen that too (and been that person). There is some kind of aloofness that servers leaders well but enda up coming across as not doing anything and making everyone else scramble.
- hammock 4y agoYou make a good point. It can be generalized to say that a prescribed strategy will be successful proportional to how much of the overall org (internal, partners, etc) is invested in it. If the consultant is a one-man shop throwing out proclamations he will get very little traction. If he is a 10 man team digging into the actual systems he will get more. If he is a 100 man managed services embed he will get the most