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Tactical Execution Best Practice 5 – No Co-, Only Vice
No two people are exactly alike; they will always have at least a slightly different interpretation as to what the organization’s ultimate goals are and how to be achieve them regardless of the amount of painstaking detail put into describing each objective.
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Added perspective on the merits of a singular leadership authority can be found in StrategyDriven Decision-Making Best Practice – There Can Be Only One.
Following his studies of economics and business administration at the University of St. Gallen, Paris and Toronto (earning the title of lic. oec. HSG in 1993) Samy Liechti was a marketing and communications consultant for various agencies in Switzerland and abroad, working with numerous prominent brands. Samy Liechti has been Blacksock’s managing director ever since its foundation in the summer of 1999.
StrategyDriven Podcasts focus on the tools and techniques executives and managers can use to improve their organization’s alignment and accountability to ultimately achieve superior results. These podcasts elaborate on the best practice and warning flag articles on the StrategyDriven website.
and Chief Executive Officer of Rubicon Consulting, shares with us her insights and illustrative examples regarding:
Nilofer Merchant, author of 
Whether in an economic recession or boom, resources are always limited and redundant work always an unnecessary resource expenditure. Yet no matter how hard leaders try to eliminate redundant work, these practices seem to reappear; often the result of well intentioned actions to correct a performance deficiency or misguided adherence to a legacy practice. Therefore, all leaders from the C-suite to the shop floor must relentlessly wage an ongoing war against unnecessary duplicate work.
It’s perfectly natural and expected that individuals want to do a good job and be recognized for it or at a minimum want to do a good enough job to avoid what are to them undesired consequences. Subsequently, people look to what their superiors communicate as required job performance to gag the level and timing of their efforts.
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