In my experience, most execs struggle in 4 areas to get done what needs to be done to accomplish their goals:

THE 4 AREAS TO GET DONE WHAT NEEDS TO BE DONE
1. drive new mktg, ops or special project initiatives sponsored by the exec team
2. run the rhythms of the organization such as strategic plan follow-up & act on organizational health surveys
3. bolster the exec team’s relationships with leaders throughout the organization as well as external stakeholders with better communication
4. serve as an internal coach to grow the next generation of leaders

The IRONY is if you ask execs what they wish they could do more of, their answers would be in area 3 or 4. Why don’t they do more in area 3 or 4? Their answers would be because they are too busy in areas 1 or 2.

There’s a trend today towards using what’s called a ‘chief of staff’. Someone that’s a clone of the exec that can be a time-saver and a bottleneck-opener by doing more of 1 or 2 for the exec.

Would an exec with a chief of staff or clone do more of 3 or 4? What are some specific reasons why or why not and how would you explain those reasons?

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