I have a current CEO client who is getting a lot less from their team than they reasonably could. This is because they are vague, not specific enough, when asking for behavior change. They say things like, “Collaborate more,” or “Develop your people.”
As a leader, you need your senior team to address business imperatives, turning strategy into rresults, resolve problems across departments, and help the organization adapt. Start by making your expectations specific enough to guide these kind of actions.
For example:
- Instead of “Collaborate more,” say, “Work with your counterpart in operations to resolve this customer issue by month’s end.”
- Instead of “Develop your people,” say, “Give each direct report one assignment this quarter that builds a skill we need.”
- Instead of “Take ownership,” say, “This commitment slipped. So, explain the impact, propose a recovery plan, and agree on a new deadline with those affected.”
Connect leadership development to current business challenges. Ask each executive to apply a new practice and bring evidence of progress to your next conversation.
Ask yourself these questions before your next meeting:
- Priorities: Has this leader translated our strategy into specific team commitments?
- Enterprise thinking: Where are they working across functions to improve organizational results?
- Accountability: Are their missed commitments addressed promptly?
- Development: What new relevant leadership practice are they applying?
- Follow-through: Can they state the owners, deadlines, and evidence of progress?
- My role: What obstacle or unresolved decision needs my attention?
Your attention establishes expectations. Shift from vague requests to those that address your business needs.
