ealing with market uncertainty and what appears to be a generally "slow positive" trend across the economy, companies are faced with many decisions. Sitting on your hands and waiting for perfect information is not a successful approach to lead in the face of volatility. Another ineffective approach to leading in today's market is rapid-fire initiative proliferation. Many executives are trying disjointed initiatives in an effort to see what sticks. Employees in these organizations refer to this syndrome as flavor-of-the-month leadership. Rather than leading with a set of prioritized actions and focus, leaders shift company initiatives every time they read a new success story. In some cases, the ideas applied are survival-based and reactionary.
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