The path to better succession planning starts with taking a moment to reflect.
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Not all months are created equal. And July, in particular, is a gift for many orgs if you're able to grab it.
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The important decisions you'll make as a boss — or a human — need to be made in the midst of very loud and poorly-timed chaos.
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The opportunity in July (or whenever your mid-year review period lands) is to go back to the whole point of the exercise.
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The best thing you can do. The magical transformative thing you can do to improve your odds that something amazing will happen. Is to think ahead.
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It's early April, which means the first quarterly review for a lot of teams. If you haven't done yours yet, now's your chance.
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Someone else's goals might be eloquently written, but that doesn't mean they matter to you. Someone else's values statement might seem so clear-eyed and attractive, but that doesn't make it yours.
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While collaboration, alignment, decision making, and unit cohesion can all happen outside of meetings, well-run meetings are a very useful and effective place to accomplish those things.
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When your brain learns that there are blocks of time when it can reliably expand and take on bigger things, it's astonishing what happens.
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When you look back at the last month, or the last year, what patterns do you see? What are those habits, and are they serving you, as you are now?
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Effective strategic planning is an alignment tool. Alignment as in the whole team. Everyone.
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Delegation fails at work when the hand-off is incomplete, and also when the hand-off is too complete. And once you know that, you can get better at this fast.
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The solution is to acknowledge and process the change. To integrate it and come back to something newly coherent. And the way you do that is reflection.
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This Quiet Quitting thing may be the topic du jour, but it's not universal. There are people out there doing engaged, enthusiastic work. There are organizations shining bright and without burning out. If you're sweating it, worried that it's happening with your team, here's our advice.
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Threats. Dismissiveness. Burnout. Micromanagement. Yelling. Every bad boss behaviour is going to come out of the woodwork in the next few months.
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So here we are. Faced with this disastrous ruling. And it makes us wonder: how coherent are your organization's actions on this one? We heard about the relocation policy, what other actions are they taking? Do they line up?
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What's to be done about the boss above me who doesn't know this stuff but needs to? How do I get them to show up for me so I can show up for my own team?
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Resignations. Competitive talent markets. The structure of the org chart. All of these things can feel bigger than you, as an individual leader trying to get things done in your organization. We get that. But be skeptical of any advice that takes them as fixed.
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Assumptions and predictions are two tools to get at the same thing. Both try to crystallize how you think about the world today, in case it changes. But writing down an assumption is passive, it's descriptive. Making a prediction is active.
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There's an adage in business that any decision is better than no decision. Because even if you're wrong, you can always make a different decision further down the road.
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