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Strategic intent is the situation where the top commanders clearly instruct their team mates the final goal. The exact execution depends on the middle management while the top decides on the corporate strategy. Micromanaging the tasks of colleagues is a very dangerous trend, that is sure to bring down the popularity levels of the leader.  The recent example of Chile may be cited. Chile went through one of the six worst earthquakes in recorded human history, yet miraculously recovered in most areas thanks to the strategic grip showed by the president. Instead of detailing each task, the president instructed his cabinet members to respectively make sure all aspects get back to normal within a time span. The education minister for example drafted his plan to execute but the intentions of the president were clear, so it was easier for him to insert the details.


Under management is the opposite of micro. Unlike the latter where there is excessive quantity of it, here management is minimal, but more is required. This leads to several known problems such as unnecessary problems arising, resources wasted, minute issues getting multiplied and top performers get frustrated after running into brick walls. The talent management is flawed as employees do not find the conducive environment to deliver their best. Instead poor performers continue unabated. Even managers get embroiled in resolving issues of lower importance. Seven reasons have been assessed for such under management taking place. Most common cause is that managers are scared to micromanage. They also do not want to appear biased by treating different employees not at par. They wish to be counted among the nice people by all. An important aspect here is that they do not want to get involved in tough but necessary confrontations with employees. Such managers are too constrained by organizational rules and do not wish to take them on at any cost. It must be understood that management and leadership are not necessarily complimentary, so there may be gifted leaders who cannot manage. Finally, there are those who get constrained by their lack of time or perceptions of so.


Thirty five business leaders from different sectors have shared habits that they go through on daily basis. The CEO of MOGUL holds back-to-back meetings at the same location. The founder of Ad-Greetz reads voraciously. Another keeps modifying his to-do lists. While one unsubscribe mercilessly, another indulges in blocking time on calendar to prioritize certain tasks. The CEO of GP-Shopper is very conscious of his passions, so makes sure they are met. Limiting email time, spending an hour outdoors, use of technology for Personal Relationship Management and focusing on any two to three things are some of the other habits noted. The CEO of has confirmed that he spends some time everyday prioritizing employee objectives because he feels it’s a crucial part of talent management. The founders of Boll & Branch make sure to have a family dinner. Another is extremely particular to reach home on time. Other popular habits include daily exercise, reading up to thirty unsolved customer support tickets, checking KPIs and constantly ask the “whys”. A CEO revels in being unpredictable. Another ensures some unscheduled time may be spared each day for thinking and writing. The CEO of Better Works believes in the power of positivity. One does a daily to-do list. Another believes in talking to the people concerned. The CEO of Whittl prepares budgets based on outcomes expected instead of functions. The CEO of Zest Finance though is a firm believer in coaching as an effective means of corporate training. The CEO of Caldera constantly monitors competition. To round of the list, other habits noted are constantly walking, tracking relevant industry news first in the morning, adjust one’s perspective, preparation of a daily top three list, making sure that the inbox reflects zero unread by end of day, sourcing direct reports, executing the plans made, ensure consistency and keeping a short to-do list. Finally, the CEO of Appcara always takes some time off to reflect.


A lot of companies have been found guilty of delivering press releases that are far too diplomatic or only concerned with the narrow business interests as opposed to the wider appeals that others have. The former category would include Ford’s corporate communication recently via Twitter which sat too much on the fence regarding the presidential change. Amazon and several other tech companies meanwhile have been vocal in their non-affirmation of the US President’s recent edicts to ban travel from certain countries. Starbucks has reiterated what the tech companies have overtly mentioned. The best of leaders are the ones who do not sit on any opinion, but actually act on their beliefs. Sitting on the fence invites ridicule especially in the social media connected world of today. Social media cannot be used only for digital marketing, but broader socio-economic ideals must be voiced out as that eliminates ambiguities on company image.


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