Again, specifically
Tangled, complex, uncertain, unsure, ambiguous, up for debate, arguable, pending.
Every time you come up against any one of these issues you miss a beat or…
If you’ve been doing what you’ve been doing for more than five minutes it’s likely there are people and partners that you’ve come to rely on.
And if you’re thinking about something new, you’re probably wondering about the people and partners you have to rely on.
Either way … who are they?
Who are the people and teams most important to your plans?
I mean specifically, that you can name on the whiteboard. And of those, what do you need from them and are you getting it? Again, specifically, list out what it is about each partner that you need, that they’re executing on, and maybe where they’re not.
Where are the strengths and let-you-downs in the mix?
If things are great, you should let them know. If they’re not, how will you switch things up?
Skippy strategy: It starts with knowing who you rely on, and those you can’t.
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Category:
Teams
Some situations deserve and demand a long hand analysis of the why and the who and the how of getting here. When there’s a big picture…