Transcript
This transcript was automatically generated with artificial intelligence. It’s in the queue to go through a review with human eyes!
00:00:00:00 – 00:01:16:02
Hello, everyone. We will get started in just a minute or two. So thank you so much for joining us. Talk to you in about 30 seconds. More.
00:01:16:04 – 00:01:43:14
Hello, everyone. Thank you for joining. We will get started with the webinar in about 30 seconds. Thanks again for joining us.
00:01:43:16 – 00:02:08:02
All right. Thank you again for joining us today. I’m Chris Thornton. I’m a principal here at Daggerwing Group. This is a five part series doing deep dives into our five elements about the future of work and how today we’re going to be talking about how to assess and prioritize the work. Just to put this in context for you, we have been doing this five part series.
00:02:08:02 – 00:02:29:06
It started out with three things The future last time we spoke about Double Down on Culture and you can find the recordings for both of those on our website. Daggerwinggroup.com. Today we’re going to be talking about assess and prioritize and just the little plug for the future. Next time. In about two weeks we’ll talk about invest in leaders and about two weeks after that we’ll talk about building trust every single day.
00:02:29:06 – 00:02:52:12
And for each of these, we’ve been asking the three questions that you should be considering right now to make sure that you are moving from crisis to momentum. For today’s discussion, we’re going to be hearing from Sharon Koval and Nicoletti focused both principles here within Daggerwing Group, and I will turn it over to Karen, I think. Chris, Thank you.
00:02:52:14 – 00:03:13:23
Yeah, if you don’t know of us, just a quick intro on who we are. We are a global top ten ranked change and communications firm operating from Japan right the way through to the West Coast with a range of different organizations from the likes of HP, PepsiCo, Pfizer, down to much smaller organizations like Dropbox and even so forth.
00:03:13:23 – 00:03:36:01
Startups are 250 people that are growing businesses. And what makes us different and why we’re top ten ranked is not because we have a huge scale like some of our competitors. It’s actually because we focus on the people side of change and we really think about the difference that that makes. Whether it’s large M&A restructures, digital transformation, we’re super practical hands on and we really make change stick.
00:03:36:03 – 00:03:59:12
So yeah, that’s a little bit of us. Moving on to the next slide, so just a teaser for this webinar on assess and prioritize. We just want to take a stand back for a second and think about where we are today and where we’ve been over the last six months, because this pandemic may not be the worst crisis that we face, but it may be the most complex.
00:03:59:14 – 00:04:20:15
And this map here from the World Economic Forum, I came across this some time back. They did a great job to try and bring together all of the different factors that were at play within COVID 19, but worry about reading the small print. You can actually go on the world Economic Forum website. It’s an interactive map and you can actually play around with it and look at particular elements of the crisis.
00:04:20:15 – 00:04:46:06
And it shows you all of the interdependent, relevant factors and how they interplay with each other. And the point here really is that this is a hugely complex crisis. And if you’re a leader in the business right now, it can be stifling the amount of complexity that you have to deal with in trying to manage all of these different elements and think about all of the things that are affecting your business and how you need to plan for those and focus on what you’re doing.
00:04:46:08 – 00:05:05:06
If you try and sort of overengineered or over plan and think about everything, ultimately you’re going to be too slow to respond and it’s going to result in failure at the end of the day. So as Peter Drucker puts it on that quote that we’ve got here on the slide, we’ve got to really help leaders to do the right things to drive growth, you know, recovery and growth within their businesses.
00:05:05:11 – 00:05:26:15
And really, this is what this session today is all about. So next slide. So, yeah, we have three questions we’re going to tackle today in this session. The first is around how you and your teams are delivering on consumer expectations without hand. It over to looking at what parts of your business have been slow to adapt to the crisis.
00:05:26:17 – 00:05:47:12
And then finally, we’re going to look at how do you get your leaders to plan for what’s coming up amid a crisis. And hopefully these three are going to really get it to the nub of how do we help really focus in on what’s important and assess and prioritize and about where we take action in the future. So I’m going to hand over to my colleague Nico.
00:05:47:14 – 00:06:06:00
Thank you, Karen. Okay. Hello, everyone. I’m really excited to be here today with you. We want to start today or I want to start today by looking at what’s going on in the market right now around consumer behavior. We haven’t talked about this in our past. Webinars, so touching on that COVID 19 has really altered reality as we knew it.
00:06:06:02 – 00:06:29:18
But it has also further proven that point, that change is really the only constant we can count on. Just as with any crisis, we’re seeing massive disruption and changes in customer expectations. They’re expecting COVID safe environments. We’re looking to virtual options for things we could not imagine being virtual before, like doctor visits, high intensity workouts, zoom schooling for our children.
00:06:29:20 – 00:06:57:11
So how are you and your teams in this environment delivering on those expectations at this time? How are you assessing what you really need to do? If we have to double down on the most important expectation of brands and businesses? Right now, it’s around that of showing up. Customers expect brands to show up to make themselves available, and it doesn’t have to be just show up in every which way, but in the most obvious ways that matter.
00:06:57:16 – 00:07:20:18
Now I’ll talk a bit about what I mean by that, but whether it be a carton of eggs or a printer to aid working from home, we’re all expecting just things to be on the shelves. Next slide, please. So what does this change and what does it really mean for us? What it means is that it puts an onus on core products and experiences.
00:07:20:20 – 00:07:45:15
If you. Sorry, can we go to the next slide? What if you look at the stat on this, 41% of consumers say they were turned to a less familiar brand than wait until the product is restocked. They might want the specific brand of cleaning supply, but they’re really more likely now than before to pick the competing brand. It’s suddenly become more about access and available.
00:07:45:17 – 00:08:04:14
And here’s a phrase I never thought I’d say it’s less about choice for consumers right now. We’re willing to sacrifice choice for absolute scarcity. We’ll take that brand that we don’t quite like or we don’t quite know because that’s what’s on the shelves and that goes for experiences as well. We’d rather do a zoom workout by a yoga instructor.
00:08:04:14 – 00:08:26:10
We don’t know because your gym is indefinitely closed and because we’d rather just have something rather than nothing. In the past we entered a purchase situation for one of two reasons Either you need something or you really wanted it. Today, consumers are prioritizing the want for that need. So how do you respond to this as a brand and a business?
00:08:26:10 – 00:08:50:03
And what do you truly prioritize? Next slide, please. How do you respond this? By making sure you’ve got the right product and the right experiences on the shelves. Meeting the consumer’s every want and desire is really taking a back seat for businesses who find themselves focusing on just delivering, just showing up and delivering on those core basic needs.
00:08:50:05 – 00:09:10:10
We wanted to look at a few companies and give you a few examples of how they’ve adapted. So you’ll see on the first quote to keep up with demand, this beverage companies simplified their offerings to take out the all the frills or the bells and whistles, if you will. Same goes for a technology client of mine. They were used to launching a very large number of products every year.
00:09:10:11 – 00:09:38:10
That was a pressure on supply chain and demand for at home tech products versus in office. They had to make fast decisions on which lunches to prioritize and forget about some of the fancier, more frilly items that they might have focused on in the past, especially as now they’re faced with a less they’re faced with not having a fully functioning workforce and some that might have to prioritize care for small children and care for elderly.
00:09:38:12 – 00:10:00:04
I say this as I have my little one napping right now. We’re seeing restaurants slimming down menu offerings. We’re seeing CPG companies really rethinking offerings. We see them permanently dropping some of their product lines because it slows down production in other areas that they really need to focus on. So some of this phasing out is being accelerated by the pandemic.
00:10:00:06 – 00:10:18:01
What do you see as being common for all of these businesses is that leaders are really trying to do the right thing and get their people to focus on delivering the best experience. But the best experience right now is just showing up. But how do you know you’re showing up in the right way and that you’re leading your people towards the right goals?
00:10:18:03 – 00:10:41:08
We’ll talk about how you assess and prioritize today, but what we’re going to invest a bit more time in how you invest in people and leaders in future webinars as well. So hang tight. Next slide, please. Next slide. And next. Based on everything I’ve talked about so far, I wanted to land on these three key areas that we think you need to really double down on.
00:10:41:10 – 00:11:03:15
The first is around focusing on what consumers need while thinking about what they may want in the future. Don’t try and fill for all the wants today. Be focused because choice is not an expectation that your customers have. Second, focus on the right things. Not everything. This has become more important than ever to stay afloat and stay alive as a business.
00:11:03:15 – 00:11:23:03
So you need to prioritize the areas that will get you the biggest bang for your buck and drive the efficiencies that you need. But at the same time, you have to be thinking about how your business needs to adapt and change for the future. We have to be able to think about how change today impacts change tomorrow. Should you permanently change purchased parts of your business?
00:11:23:05 – 00:12:02:15
Discontinue products as we’ve seen CPG to reimagine how and where you sell things? Because let’s face it, our consumer is going to go back to the same shopping habits. Possibly not. So what part of your business needs to change and how quickly are you reacting to that? Next slide, please. Great. Thanks, Annika. So just on that point around, like focusing on today, but focusing on the future, you know, whether your business has written out the storm of COVID or not, you need to be prepared for the bumps in the road they’re going to be over the next year or two years, because there will be and also prepare for the next crisis.
00:12:02:21 – 00:12:20:20
So the next time you’re ready to pivot and adapt quickly and maybe not suffer some of the setbacks that you might have done in the past. So really what we want to do now is explore this element, this all this question around where in your business or what parts of your business have been slow to adapt to the crisis and how can you prevent that from happening again in the future?
00:12:20:22 – 00:12:45:12
So next slide, please. So here’s a couple of examples of the last six months that I think hopefully most people are going to be familiar with on this call, I’m sure. Zoom, the probably the poster child of lockdown probably still is just about, I think. But, you know, in the early days, it was all about Zoom and the business couldn’t deal with the scale of increased demand.
00:12:45:12 – 00:13:08:24
It couldn’t deal with the exposure is getting, actually. And there were huge security and privacy concerns. That was zoombombing, you know, people were thinking it was like malware and being hugely concerned. And in that March, April period, it wasn’t able to adapt fast enough. It wasn’t able to make the changes to its workflows, its systems, its processes to put the right security and privacy protocols in place.
00:13:09:01 – 00:13:30:12
And there were consequences, right? It was banned from businesses. Many, many organizations don’t using. It was banned from being used in schools for home schooling. So the business suffered as a result. I mean, I think they’re right. They’ve written the storm in the sense that they’ve made some of those changes now. But for a digital company to not be able to react fast enough in the early days, you know, it’s been some hard lessons for them as a business.
00:13:30:14 – 00:13:53:23
The other one on here is obviously the toilet paper crisis, which I think every country, no matter when in lockdown, lockdown started for you those early first couple of weeks, you had the natural human reaction to a stockpile everything and stockpile toilet paper. The supply chain industry got caught out by this. You know, there was a huge influx and obviously the shelves are empty.
00:13:53:23 – 00:14:17:19
And if you look at like what the chief product supply officer of Procter and Gamble admitted, he said, look, you know, we set up for every single crisis we could predict for, you know, whether it’s cyber or earthquakes or fires. But this crisis was like all of those things happening at once. And the paradox for the industry is that they built this just in time manufacturing process that they believe to be hugely optimal.
00:14:17:19 – 00:14:36:18
Right. In terms of there’s demand and you manufacture just to meet that demand. So you never have things sitting in warehouses, just sitting there waiting that that whole process wasn’t suitable to deal with this crisis. And and you look at what Procter and Gamble, you know, the chief product supply officer, was said, look, they’ve had to learn some really tough lessons.
00:14:36:20 – 00:14:58:14
And what they’ve done is actually they are baking adaptability into their model, into their operating model and changing their supply chain processes. So how they use data to predict more or predict better in terms of the warning signs of increased demand and surges in demand, how they onboard distribution partners and other suppliers quickly so they can ramp up fast.
00:14:58:20 – 00:15:19:09
So they’re essentially changing this just in time model to be ready for a future crisis. And that’s a really good example of an organization learning that lesson and applying those lessons into into their business. So the theme here in Zoom, or whether it’s, you know, Procter and Gamble or any of the other challenges with adapting, is this theme of organization adaptability.
00:15:19:11 – 00:15:35:06
And this is a muscle that you can build into your business, a bit like the Procter and Gamble story of actually doing some things to make you more adaptable to change in the future. And it’s like going over the last few years, we’ve been doing a lot of research in this space about how do you improve organizational adaptability?
00:15:35:08 – 00:15:55:11
And we’ve come up with a point of view and a model which I’m going to share with you here called learn called Liquid Change and this idea of being liquid. So next slide, please. So the idea of being liquid really stems from this first notion of organizations tend to, in a very simple sense, be in one of three states.
00:15:55:13 – 00:16:25:09
You’ve either got organizations that are predominantly what we call solid, which are hierarchical, bureaucratic, siloed, slow to change, right? So when the market changes, the organization can’t change quick enough. And the worst result in the cases of let’s say, Kodak or Blockbuster is those organizations die because they just they can’t they can’t change quick enough. On the other side, the other end of the scale are cases, organizations are very agile or very fast moving and can pivot, but they lack direction and focus.
00:16:25:09 – 00:16:59:24
And what ends up happening there is they confuse customers and they confuse employees about what they stand for. And there are some good examples of like tech startups have sometimes lost their way a bit because they just don’t really know what they stand for anymore. So what you what you really want to be is this idea of liquid, really, which is this having a clear sense of purpose and direction, but being able to react fast, anticipate customer reactions and customer needs and be able to pivot quickly and actually just help shift not just your operating model, but your people in terms of their mindsets, their skills and redeploy them in a way that’s going to
00:16:59:24 – 00:17:26:11
add value for you in the future. So this idea, this nirvana of being liquid is really what underpins what Procter and Gamble are trying to do in terms of being more adaptable in the future. And what we’ve done over the last few years is codify what it means to be liquid. So if you go on to the next slide, please, what we then have done is identify that there are four organizational capabilities that that any business needs in order to become liquid and drive adaptability.
00:17:26:13 – 00:17:51:19
This idea of being transparent, which is about how information flows through an organization pioneering, which is about how innovation thrives in an organization being dialed in, which is how to listen in and use insights and data to drive decision making and agile, which is about being able to essentially pivot quickly. Now, historically, when people have talked about adaptability, they’ve tended to zero in on agile or ideas of sort of being a method or practice.
00:17:51:20 – 00:18:23:05
But Agile is not really the whole story, Agile as part of the story. But in order to be truly adaptable, you need really these four things from our research. And what you need to be able to do is actually plug them in, embed them into these five organizational factors, how strategy gets developed and communicated, how leaders show up in the organization in terms of their behaviors, how the structure is adaptable and can respond quickly and move quickly, how work gets done and in terms of shared responsibilities and accountabilities.
00:18:23:07 – 00:18:52:14
And finally, how capability is developed and how you’re able to redeploy talent fast in your organization. So what you need to do is find a way of looking at these these four and plugging them in essential embedding them within these five. But that’s actually could be quite a huge task. So what we recommend first, if you move to the next slide, is we need to actually assess and prioritize where we need to focus, because in some areas you might be strong as an organization today, your idea is not to say that you might be weak or all of that.
00:18:52:17 – 00:19:14:12
You might be doing some of these things really, really well and other areas might not be a strategic imperative for you right now, depending on what you need to focus on as an organization where you’re trying to drive value. So what we recommend is an assessment which you can do really quickly, like a two week diagnostic that you can do, which ultimately helps you to understand how we do across those four capabilities, across the five organizational factors.
00:19:14:14 – 00:19:36:24
And here’s an example here on the slide of a of a heatmap that helps you pinpoint with your leaders, okay, we need to focus on a few of these areas disproportionately more, and that will then drive the focus that you need with your leaders to drive a decision around becoming more adaptable. So this is a type of methodology that you could apply quickly to help you set you up for the future and deal with future bumps in the road or future crises.
00:19:37:01 – 00:19:58:00
And then, as I say, handling this is really to focus around a conversation with your leaders and therefore want to hand back to Anita, just to talk about that angle. Thanks, Karen. So carrying on from Karen’s question, if we can do something about it, how do we help leaders focus on the right things and how do you help them plan?
00:19:58:02 – 00:20:34:15
Next slide, please. So most people will naturally focus on today rather than tomorrow, Specifically in crisis situations are reasons I journal We have stated that 54.5% of individuals studied had some form of intentional blindness and therefore missed critical pieces. So leaders, you can’t just trust your intuition to write this out. We’d ask you to challenge your intuition because you’re very likely to miss important information which can help you prioritize the right things for your business and for your people.
00:20:34:17 – 00:20:59:13
Next slide. I want to talk a little bit about how to get from managing to leading. So now leaders often get trapped in mindsets that help to manage a crisis because of the way that humans naturally take a short term view of complicated, multifaceted problems. So you’re more likely to take a narrower view than see big picture of where you’re headed.
00:20:59:15 – 00:21:21:16
You’re more likely to be subjective and rely on intuition than be objective and consult those around you who might know a bit more and who are the experts in the business. You might over centralize on things you as a leader feel are the right things to bet on versus align with your leadership team on what’s best for the whole of the business.
00:21:21:18 – 00:21:50:21
And lastly, you might you might just focus more on the operations because that’s the comfort zone of running a business rather than what’s the impact on people and customers in the business. So for leaders managing a crisis can feel thrilling. The trap is that you’re often returning to your operational comfort zone, your adrenaline spikes as decisions are made and actions are taken and you experience a feeling of adding tangible value.
00:21:50:23 – 00:22:14:08
However, it’s a bit like a sugar high that’s quickly diminished and followed by a crash. It’s not lasting. So how do you get from managing to leading through our crisis? Next slide. What you need is a structured approach to change and to making tradeoffs. You need an objective way of looking at what can you do now and what is what should you plan for next?
00:22:14:10 – 00:22:44:09
Using this four quadrant approach or prioritization approach and scorecard during his, You stick with clients for a long, long time, but most recently we’ve used it a lot more with a client and worked with his leadership team to assess what are all of the options available to you and then filter down to using a set of criteria based on what will have maximum impact for your business and for your customers while being feasible to implement.
00:22:44:11 – 00:23:07:05
In a perfect world, you have all the resources to do everything, but in the real world you can only do so many things and you’ve got that $5 Million budget. So how do you decide what things to do and how to spend those dollars most effectively? Liquid change is a vehicle to help us do that and where we net out with liquid changes is talked about a little is a way for leaders to plan and organize around.
00:23:07:05 – 00:23:35:04
What are the right priorities for you as a business and what are the strategic actions you need to take for today and for tomorrow. And remember, in new situations, we’re asking you to challenge your instinct, to challenge your intuition. Challenge your intuition is fine for the current need, but in really thinking about what’s coming up next, this is an approach that can help you and it gives you a way to to plan for the future.
00:23:35:06 – 00:24:02:02
Next slide, please, and I’ll hand it back to Karen to. To. Yeah, Yeah. Thank you. Thank you. And you. Yeah, that’s great. So just in summary, I mean, these are the three questions that we’ve tackled today. How are your teams delivering on consumer expectations? I mean, the key takeaway there is also you need to assess what customers absolutely need and prioritize how to deliver on these basics, but also prepare for the future and focus on what you need to flex in the future.
00:24:02:04 – 00:24:21:14
In the second part, we talked about how your business needs to adapt and whether parts of your business have been slow to adapt today. I mean, the key takeaway here is the organizational adaptability is a muscle you can build and you know, if you are liquid change model, you can actually get a read on that today and help focus and assess and prioritize where you need to take action.
00:24:21:16 – 00:24:44:09
And then the third question that an E could just cover there. How would you get your leaders to plan for what’s coming up amid a crisis? You’ve got a challenged intuition and leaders need a structured and more objective approach to take essentially outputs from something like liquid change and get that down into actually a decision making framework and a roadmap and a plan of action that you can rally people behind.
00:24:44:11 – 00:25:05:04
So these will be the three main takeaways from today, really helping leaders to assess and prioritize where to focus in the future. Thank you. Thank you, Karen and Anika very much. Appreciate this. We have a few questions coming in, so we’ll keep an eye on time to make sure we end right on time. But let’s get a couple of questions.
00:25:05:04 – 00:25:44:02
And one question is it’s a bit of an observation to say that this person is saying that they’re working with senior leaders and and it’s almost a battle of intuitions. Right. And what their gut or what their past experience is. How could someone introduce a more objective approach instead of having a battle of intuitions, which really, to me seems like a losing battle and will probably be based on seniority or influence or accountability within an organization versus exactly which intuition is right?
00:25:44:03 – 00:26:14:04
How could you even start this conversation? Is the question. I can take that, Yeah. So I think one way that we’ve seen work really well in the past is just you break through, how do you break down those barriers and how do you really have them think outside of their own heads a really good way of doing that is this first bit we talked about bring it back to bring the customer’s voice back into the equation.
00:26:14:08 – 00:26:34:04
Bring your employees voices back into the equation because that’s something that they can’t challenge and they can’t rely on intuition to help solve for it. So at the moment that you’re talking about there, you’re you’re bringing in that perspective of but this is what customers need and this is what employees are able to deliver. You’re starting to break through that.
00:26:34:08 – 00:26:53:14
It doesn’t matter what you think leaders, because this is kind of what we’re working with and what we’ve got to deliver on. Yeah, And they’re just building off of what you talked about, then being able to go through an objective way to say what what are the levers that we want to pull? What impact will it have and having that structured discussion, correct?
00:26:53:16 – 00:27:22:02
Absolutely. Chris, thanks for that. Great, great. We’ve got another question here of how do you survey your company from the customer’s perspective in attempting to answer these questions? Karen, Anika, thoughts on that? How do you how do you actually get that customer perspective? Yeah, right. Go ahead. No, no, you start, Nico. All right? There’s a variety of methods to do that.
00:27:22:02 – 00:27:48:22
There’s so many research firms that can do that. I think one of the things from a staggering perspective is it depends on what you’re looking for. We pride ourselves on just getting to something fast so you can do really quick surveys and focus groups and the but the big part is bringing in some of that perspective and and bringing the leaders back into the room to talk about it and assess what are the options and take them through an objective process of planning.
00:27:48:24 – 00:28:10:16
And you can go very broad. But what from what we’ve done at Daggerwing is taking the long approach and the broad approach. If you can do focus groups, tons of customer quantitative and qualitative research, but sometimes it’s enough just to do a bit of qual and and get a plan together in a month and we can help you do that.
00:28:10:18 – 00:28:34:16
Karen But yeah, I totally agree. I mean, the only thing they add to that would be, yeah, what we’ve shared today around liquid change is a way of, of the building adaptability. And there’s a muscle too, so that whatever changes in terms of your customer needs and expectations, you know you’re ready right. So for the next year you can bring that customer perspective in and that’s going to help your, you know, your customer strategy and your customer experience.
00:28:34:18 – 00:29:08:10
But it’s an and it’s not an all. You need to still build adaptability as a muscle and therefore, you know, still assess where you need to actually focus on around those four capabilities and those five organizational factors. So it’s definitely a complementary type of analysis that you’d recommend we’d recommend doing. Final question, I’m going to combine these to a question of is there how important is it to have a clearly defined purpose for your company other than just survive, which I think we all feel that and understand where that’s coming from?
00:29:08:16 – 00:29:28:15
I think we really addressed that in our first webinar about Rethink the future and how important it is to paint a picture of the future. So Peter, thank you for that and encourage you to, if you have have a chance to listen to that short answer. If you don’t get it, listen to it. It’s incredibly important because otherwise it’s going to be difficult to retain employees.
00:29:28:17 – 00:29:48:22
It’s going to be difficult to know what the purpose is and how you prioritize if you don’t have that purpose. And then the final question is, is that good enough mentality here to stay that some consumers have we talked about? If it’s available, I’ll take it. I’m willing to switch if it’s available. Do we know if that’s going to change?
00:29:48:22 – 00:30:08:16
Will it go back to normal? And I think what both of you have pointed toward today is that that truly depends. It’s more about the having a structured approach and the right muscle to be able to adapt to what those changing needs are and anticipate what those needs are, both through liquid change and through the prioritization and their care.
00:30:08:17 – 00:30:25:11
I’m going to give you the last word on that. Anything, too. Yeah. I mean, you you took the words right out of my mouth, Chris. I mean, we know, you know, who knows, right? I mean, ultimately, this is going to go over the medium to long term, and that’s why something like liquid change and building organization adaptability into organization is going to be imperative.
00:30:25:11 – 00:30:46:00
Right? Like Procter and Gamble are doing so yeah, I think that’s really the story, right? We need to be ready for any bumps in the road or any any forks in the road. Right. And and organizations need to be able to adapt at speed. Perfect. With that, we’re at time. And Nika, thank you so much. Karen, thank you so much And attendees thank you for joining us.
00:30:46:00 – 00:31:04:23
Certainly within the next 24 hours or so, you’ll see a recording of this, this webinar available on Daggerwinggroup.com. Also join us in about two weeks as we continue that that five part series will be on number four about investing in leaders. We’ve talked a bit about it today. How do you take that that that future focus?
00:31:05:04 – 00:31:23:04
How do you take the prioritization and how do you help make it happen with leaders? Short answer Leaders often don’t know exactly what they’re accountable for and what your expectations are. So we’re going to be talking about how do you invest in them so they meet the needs of both leading their people but also driving business. Join us next time.
00:31:23:05 – 00:31:30:13
Thanks so much. Thank you. Bye bye, everyone.
