10 Solutions To Stop Good Objectives From Going Bad

So many objectives – so many failures

That’s the refrain of leaders everywhere.

The business objectives they need to meet to be successful in their jobs are taking longer than planned, costing more than budgeted or failing outright.

Why do good objectives go bad?

My clients say the ten most common mistakes that cause their good objectives to go wrong – and the coaching solutions I helped them with to solve these costly problems.

Mistake No. 1: Not Assigning the Right Manager. Typically, more time is spent fighting for resources than finding the right person to lead. Too often, managers get picked based on availability, not necessarily skill set. This is a severe mistake as more projects failed because of the wrong manager than could ever be blamed for lack of resources.

Solution: Choose a manager whose skills best match the requirements of your objectives.

Mistake No. 2: Failing to Get Everyone On Board. Too often, objectives fail because they don’t get enough support from those affected by and involved in the project. Usually, the manager:

  1. It didn’t make clear what everyone’s role was.
  2. It didn’t describe the payoff when the objective was achieved.
  3. It didn’t tell how each person’s contributions would be evaluated.
  4. Failed to generate a sense of urgency.

Solution: The project manager should start by calling the team together and delivering a presentation about the objective and its importance to the broader organization.

Read More: How to Communicate

Mistake No. 3: Not Getting Executive Buy-in.

Solution: A ship without a captain soon runs aground. Somebody at the higher levels of the organization needs to own the objective and be personally vested in its success.

If the objective isn’t crucial to your boss, ask yourself why it should be meaningful.

Mistake No. 4: Putting Too Many Objectives on the table at One time. Most managers think that they can start and work on every objective at the same time. In reality, multitasking slows people down, hurts quality and, worst of all, the delays caused by multitasking cascade and multiply through the organization as people further down the line wait for others.

Solution: A good first step to stop productivity losses is to reduce the objectives you are working on by 25 percent. Though counter-intuitive, reducing the number of open projects increases completion rates.”

Read more about priorities.

Mistake No. 5: Lack of (Regular) Communication. Communication is the most crucial factor of successful objectives; without regularly communicating, the project will fall apart.”

Solution: Schedule time each week to review progress and stick with it. Regularly scheduled meetings and communications processes help to keep everyone on the same page and work flowing.

Mistake No. 6: Not Being Specific with the Scope of the Objective. Any objective that doesn’t have a clear goal is doomed. Mission creep is one of the most dangerous things that can happen to your project. If not handled properly, it can lead to cost and time overrun.

Solution: Define the scope of your project from the outset and monitor the project by continually asking if our work is contributing to the objective’s success.

Mistake No. 7: Providing Overly Optimistic Timelines. The intentions are noble, but missing deadline after deadline will only lead to distrust and aggravation.

Solution: Add a buffer — some extra time and money to your project.

Mistake No. 8: Not Being Flexible. While you may think of your plan as the bible that leads you to your goal, listen to new information and suggestions that come up along the way.

Solution: Step back and take a fresh look at the overall project, review how things have gone so far, and how you can improve.

Mistake No. 9: Micromanaging Projects. New managers commonly treat their job as an enforcer, policing the team for progress and updates.

Solution: Set expectations from the start that there will be regularly scheduled updates to advise the status and progress expected and encourage them to vocalize any issues.

Read more about micromanagement.

Mistake No. 10: Not Having Defined Success.

Solution: The first thing a manager should do is to ensure what will be considered a successful completion of the objective. Understanding what success looks like ensures everyone walks away satisfied at the end.

Being A Drunk – You Can’t Change Into Being A Better Leader If It Is Counter To Your Values

In the most recent Better Leader Inner Circle, we discussed developing your personal transition plan to become a better leader.

But where you want to end up MUST be aligned with your values.

You see, no one is perfect. Not you, and certainly not me.

None of us is all that we could be. At the core of any successful change is a compelling need to create something different – to move toward something desirable. 

I wanted to be better, but my drinking was getting in the way.

My desire to be a more effective leader had to be rooted in values.

Once I understood my values, I used them as the foundation for a Better version of myself.

This is as true for organizational and work cultures as yours.

Hear my story by clicking the video below:

And learn more about when my values clashed with my being better:

7 Steps To Leading in A Crisis: Don’t Be an Ass

Increase Your Emotional Intelligence To Be a Better Leader 

Maya Angelou, Imposters, 50% Rules & 4 Traps To Avoid

The legendary poet and activist Maya Angelou once said about herself: “I have written 11 books, but each time I think, ‘Uh oh, they’re going to find out now. I’ve run a game on everybody, and they’ll find me out.”

 

Are you faking it until you make it?

Can you move past the imposter syndrome to the following levels of personal confidence and, thereby, the next level of leadership competencies?

You need to understand a few inalienable thoughts.

To transition successfully, leaders must become good students of their own experience and remain open to adapting their mindset and behaviour.

 

The 50-Percent Rule

The 50-percent Rule goes like this:

Half of what made you successful in the past is essential to success in your next role.

And half of what made you successful in the past won’t help in your next part and may get in the way of success.

The thing is, no one can tell you which half is which!

 

Transition Traps

Without attending to the 50-percent Rule, leaders easily fall into any of the following transition traps:

  • The big speech.
  • There’s a new sheriff in town.
  • I know what good looks like.
  • Get stuff done at any cost.

Trap No. 1: The Big Speech

The big speech is precisely that: trying to be articulate early on, tying the business and yourself into a nice bow.

The trap is that you, the leader, mentally check the box that you have been clear, but everyone else remains in wait-and-see mode or thinks, “I’ve heard that before.” 

Trap No. 2: There’s a New Sheriff in Town

Some leaders intend to be candid about their expectations, ensuring everyone knows who is now in charge. They may think they are telling people how to be successful.

If the leader isn’t clear on what distinguishes high from underperforming, they drive honest conversation underground and foster a rumour mill about who might be in the doghouse—or worse. 

Read More About the New Sheriff

Trap No. 3: I Know What Good Looks Like 

Ironically, leaders can fall into this trap precisely because they desire to share best practices. The first time a leader in transition offers benchmark comparisons of how similar issues were handled at their last company, people listen attentively. But by the fourth or fifth time, the same people discretely roll their eyes or mentally recite the benchmark story they have heard too many times.

The trap is that leaders isolate themselves from the people they want to work with.

Trap No. 4: Get Stuff Done at Any Cost 

As you up your leadership game, you may commit to driving the change that previously could not be achieved. You may start leaning on people until the shift occurs. Progress may be realized at the cost of creating a reputation for being unreasonable and dismissive.

By falling into this trap, you will be forced into investing time in rebuilding your brand, re-establishing relationships, and discovering ways not to alienate everyone around you. 

 

What can you do?

For all of your positive aspirations to be the leader you want to become and your people deserve, you can fall into almost every trap imaginable.

Steve Interviews An AI About Leadership

It’s impossible to avoid hearing about AI these days.

From those who praise it to those who warn about an impending apocalypse because of it, there is no shortage of opinions or predictions about it.

Instead of discussing AI’s pros and cons or capabilities, I will try something different in this post.

Today I will interview an AI by asking ChatGPT questions about leadership!

What do you think about ChatGPT’s responses?

ChatGPT: A leader can leverage AI's predictive power to exercise wise judgment by using AI-generated insights as valuable inputs in their decision-making process. Here are some ways a leader can achieve this:

Understanding AI predictions: A wise leader takes the time to understand how AI generates predictions and the data used to make them. This understanding helps them interpret AI-generated insights accurately and identify potential biases or limitations in the projections.

Validating AI predictions: Before making critical decisions based on AI predictions, a leader may validate the AI's accuracy and reliability through testing and historical data analysis. Ensuring the AI model's performance aligns with real-world outcomes is essential for building trust in its predictions.

Considering AI as a tool, not a decision-maker: A wise leader treats AI as a valuable tool rather than a sole decision-maker. They use AI-generated predictions as one factor among many to inform their judgment, considering human intuition, experience, and qualitative factors.

Identifying patterns and trends: AI can analyze vast amounts of data to identify patterns and trends that may not be apparent to humans. A wise leader uses AI to surface these insights, enabling them to make more informed decisions.

Recognizing AI's limitations: While AI can excel in pattern recognition and data analysis, it may need to understand complex human dynamics or unforeseen events fully. A wise leader acknowledges AI's limitations and knows when human judgment is more appropriate.

Balancing short-term and long-term considerations: AI predictions often focus on short-term outcomes. A wise leader considers long-term implications, weighing AI-generated insights against broader strategic goals and the organization's values.

Ethical considerations: A wise leader ensures that AI predictions align with ethical standards. They are mindful of potential biases in the data used to train AI models and take steps to mitigate any unintended consequences.

Feedback and continuous improvement: A wise leader encourages input from team members regarding using AI predictions in decision-making. They use this feedback to improve the AI model's performance and refine their judgment.

Transparent communication: A wise leader communicates to the team how AI predictions are used and integrated into decision-making. Transparent communication builds trust and helps everyone understand the reasoning behind confident choices.

In conclusion, leveraging AI's predictive power requires wisdom in its application. A wise leader understands AI's capabilities, validates its predictions, considers it a valuable tool, recognizes its limitations and uses it to complement human judgment. By striking this balance, a leader can harness the full potential of AI to make well-informed decisions that drive positive outcomes for the organization and its stakeholders.

ChatGPT: In the context of leadership, AI can also be vulnerable to some human flaws, particularly in decision-making and management. Here are some ways AI can be affected by human weaknesses in leadership:

Overreliance on AI Recommendations: Leaders may need to evaluate them critically and consider alternative perspectives before they can trust AI-generated recommendations. This overreliance can lead to poor decisions if the AI's predictions are flawed or human intuition and expertise are disregarded.

Ignoring Context and Nuance: AI models cannot fully grasp certain situations' nuances and complexities. Leaders may make decisions solely based on AI-generated insights without considering the broader context or human factors involved.

Confirmation Bias: Human leaders might use AI to validate their pre-existing beliefs or preferences, leading to cherry-picking or misinterpreting AI-generated data to support their views.

Resistance to AI Adoption: Human leaders hesitant to adopt AI in their decision-making process may miss out on valuable insights and opportunities AI can offer.

Misunderstanding AI Limitations: Leaders who need to be better informed about AI's capabilities and limitations may have unrealistic expectations or misguided assumptions about what AI can achieve, leading to disappointment or misapplication.

Failure to Consider Human Impact: AI-driven decisions can significantly affect employees and stakeholders. Leaders may prioritize AI-driven efficiency only if they adequately consider the human impact, leading to employee dissatisfaction or ethical dilemmas.

Ceding Control to AI: In some cases, leaders might become overly reliant on AI to the extent that they abdicate their decision-making authority to the technology, diminishing their role and accountability as leaders.

To address these flaws and ensure effective leadership with AI, leaders should:

Develop a deep understanding of AI technologies, their strengths, and their limitations.

Use AI to complement human judgment and decision-making rather than replace it entirely.

Encourage a culture of open dialogue and critical thinking where AI-generated insights are discussed and evaluated alongside human senses.

Foster a growth mindset that embraces AI as an opportunity for learning and improvement rather than a threat to traditional leadership roles.

Continuously invest in upskilling and training to enable leaders and employees to work effectively with AI systems.

Regularly assess the ethical implications of AI adoption and ensure that AI aligns with the organization's values and principles.

By acknowledging and addressing these human flaws, leaders can harness the potential of AI while maintaining their essential role in making informed and responsible decisions that benefit their organizations and stakeholders.

ChatGPT: As of my last update in September 2021, AI does not have intelligence or co-humans do. AI is a computer-based technology that can process and analyze vast amounts of data, recognize patterns, and perform specific tasks accurately and efficiently. It is designed to simulate certain aspects of human intelligence, such as problem-solving, language understanding, and decision-making. Still, it is not sentient or capable of proper understanding, emotions, or consciousness.

Regarding the term "new leadership," it is essential to clarify its context. If "new leadership" refers to leveraging AI and technology in leadership practices, AI can significantly transform leadership approaches. AI technologies can provide leaders with valuable insights, data-driven decision support, and efficiency in managing various aspects of their organizations.

For example, AI can assist in analyzing large datasets, predicting market trends, automating routine tasks, identifying patterns in consumer behaviour, and personalizing customer experiences. By integrating AI into their leadership practices, leaders can make more informed decisions, optimize processes, and stay ahead in rapidly changing business environments.

However, it is essential to emphasize that AI should not replace human leadership. Instead, AI should be seen as a tool that complements and enhances human decision-making and strategic thinking. Effective leadership requires a combination of human qualities, such as emotional intelligence, creativity, empathy, and ethical decision-making, which AI cannot replicate.

 

In summary, while AI technologies can significantly facilitate new leadership approaches by providing data-driven insights and optimizing processes, authentic leadership will always require human qualities and judgment. Leaders who understand leveraging AI effectively while maintaining their human-centred approach will likely thrive in the ever-evolving business landscape.

ChatGPT: There are several reasons why some companies may not fully realize the potential of AI:

Lack of Awareness and Understanding: Some companies may need to be fully aware of AI's potential benefits or understand how AI can be applied to their industry or business processes.

Cost and Resource Constraints: Implementing AI technologies can require significant investments in financial resources, expertise, and infrastructure. Smaller companies or those with limited budgets may need help implementing AI initiatives.

Legacy Systems and Processes: Companies with outdated legacy systems or deeply ingrained traditional processes may need help seamlessly integrate AI into their operations.

Organizational Culture and Resistance to Change: Company culture plays a significant role in AI adoption. AI implementation efforts may face obstacles if there is resistance to change or a lack of support for innovation.

Data Privacy and Security Concerns: Companies operating in highly regulated industries like finance and healthcare may be cautious about adopting AI due to data privacy and security concerns.

Skills Gap: There may be a need for more AI talent and skilled professionals who can develop and deploy AI solutions, making it difficult for some companies to embrace AI fully.

Uncertainty and Risk Aversion: AI adoption entails some uncertainty and risk. Some companies may only invest in AI with clear evidence of its ROI or success stories from similar organizations.

Unproven ROI: Demonstrating the return on investment (ROI) of AI projects can take time and effort, especially in the early stages of adoption.

Despite these challenges, it's worth noting that the AI landscape is constantly evolving, and the adoption of AI has continued to progress. As AI technologies mature and become more accessible, and as success stories from early adopters become more prevalent, more companies are likely to realize AI's potential benefits and leverage its capabilities.

Governments and industry bodies may also promote AI adoption through initiatives, incentives, and regulations that encourage responsible and innovative AI usage.

ChatGPT: AI can play a complementary role in leadership by balancing human weaknesses and enhancing decision-making processes. Here are some ways AI can help address human weaknesses in leadership:

Data-driven Insights: AI can process vast amounts of data and provide leaders with objective, data-driven insights, reducing the influence of biases and emotional decision-making.

Pattern Recognition and Prediction: AI identifies patterns and makes predictions based on historical data, helping leaders anticipate trends and make informed decisions.

Risk Analysis: AI can analyze risks and probabilities more comprehensively, aiding leaders in making risk-informed decisions and mitigating potential pitfalls.

Personalized Recommendations: AI-powered systems can provide customized recommendations to leaders tailored to individual preferences and priorities.

Time Management: AI can automate repetitive tasks, freeing up leaders' time to focus on strategic thinking and high-level decision-making.

Continuous Monitoring and Feedback: AI can continuously monitor performance metrics and provide real-time feedback, helping leaders stay updated on the effectiveness of their strategies and interventions.

Augmented Decision-making: Rather than replacing human judgment, AI can increase it by presenting alternative scenarios and providing additional information to support decision-making.

Identifying Skill Gaps: AI can assess employee skills and identify areas for improvement, allowing leaders to implement targeted training and development programs.

Diversity and Inclusion: AI can help address biases in the hiring process by screening candidates based on objective criteria, leading to more diverse and inclusive teams.

Enhancing Customer Experience: AI-driven customer insights can help leaders better understand customer needs and preferences, leading to improved products and services.

However, it is crucial to recognize that AI also has limitations, and there are aspects of leadership where human qualities remain irreplaceable. For example, human leaders still best handle emotional intelligence, empathy, ethical decision-making, and the ability to understand complex social dynamics.

To harness the potential of AI in leadership while balancing human weaknesses, leaders should:

Invest in AI technologies aligning with the organization's needs and strategic goals.

Foster a culture encouraging a collaborative approach between AI systems and human decision-makers.

Ensure that AI systems are transparent, explainable, and ethically aligned to avoid reinforcing biases or making opaque decisions.

Provide adequate training and support to help employees and leaders develop AI literacy and skills.

Continuously evaluate the impact of AI on leadership effectiveness and adjust strategies accordingly.

By embracing AI as a supportive tool rather than a replacement, leaders can leverage its strengths to augment their decision-making and address human weaknesses while maintaining a human-centric approach to leadership.

ChatGPT: As of my last update in September 2021, AI does not have intelligence or consciousness as humans do. AI is a computer-based technology that can process and analyze vast amounts of data, recognize patterns, and perform specific tasks accurately and efficiently. It is designed to simulate certain aspects of human intelligence, such as problem-solving, language understanding, and decision-making. Still, it is not sentient or capable of proper understanding, emotions, or consciousness.

Regarding the term "new leadership," it is essential to clarify its context. If "new leadership" refers to leveraging AI and technology in leadership practices, AI can significantly transform leadership approaches. AI technologies can provide leaders with valuable insights, data-driven decision support, and efficiency in managing various aspects of their organizations.

For example, AI can assist in analyzing large datasets, predicting market trends, automating routine tasks, identifying patterns in consumer behaviour, and personalizing customer experiences. By integrating AI into their leadership practices, leaders can make more informed decisions, optimize processes, and stay ahead in rapidly changing business environments.

However, it is essential to emphasize that AI should not replace human leadership. Instead, AI should be seen as a tool that complements and enhances human decision-making and strategic thinking. Effective leadership requires a combination of human qualities, such as emotional intelligence, creativity, empathy, and ethical decision-making, which AI cannot replicate.

In summary, while AI technologies can significantly facilitate new leadership approaches by providing data-driven insights and optimizing processes, authentic leadership will always require human qualities and judgment. Leaders who understand leveraging AI effectively while maintaining their human-centred approach will likely thrive in the ever-evolving business landscape.

Case Study: Enhancing Business Results Through Improved Communications

StevenArmstrong.ca recently partnered with the HR team of a US-based regional financial services company that was challenged in connecting its dispersed employees across several States. The company was expecting massive growth over the coming years and needed to remedy its internal communications problems as soon as possible before it undermined its growth aspirations.

Challenges

The company needed a large-scale communications process.

There needed to be a process or structure in place to connect all team members. Even before the pandemic, communications were limited to local teams, posing significant challenges in disseminating information and collaborating meaningfully across groups.

A recent series of changes exacerbated the communications challenges.

Several changes – including redundancies, leadership changes and introducing of a new Performance Management system – meant that individuals had withdrawn into siloes.

The pandemic caused more significant disruption. At the time, the company needed more processes or systems to allow for large-scale, virtual communications and individuals became completely isolated from their team members and the company leadership.

Solutions

Steve assessed the challenges while connecting the teams using online and one-on-one interviews.

Sample Team Assessment Report (Amend)

StevenArmstrong.ca facilitated workshops virtually to bring teams together, learn about their challenges and collaboratively construct new communications systems that would solve the specific challenges identified by the HR team. These workshops brought together departments and levels that didn’t normally interact, allowing novel discussions and ideas to emerge.

 

Building a communications system

We analyzed workshop outputs to develop communication systems for the client. This included creating an agenda that addressed their identified challenges, increasing their connection to the solution, and encouraging attendance and participation in the new approach. Individuals were recognized for key roles, and then training was delivered to ensure they were appropriately prepared to foster open, transparent discussions during meetings.

Coaching the company to success

Once the communications systems were in place, StevenArmstrong.ca remained with the company to monitor meetings, identify potential areas of improvement, and coach individuals.

Impact

Teams were better able to connect.

At the end of the engagement survey, 92% of respondents said they learned information now that they wouldn’t have known before the new communications process was implemented, and 60% said they had connected with people they would never have met otherwise.

Senior leaders were better able to disseminate messaging.

Employees no longer felt isolated from leadership and were more informed on the business context, changes and performance management expectations that would help them thrive in their roles.

The rest of the company has recognized the divisions we worked with for their innovation.

Following our work, the HR team has been recognized for innovating and enhancing operations, particularly performance management.

Other divisions are now attempting to replicate the work, and StevenArmstrong.ca is working with Company directors to improve operations through better communications.

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