HOW LEADERS DIRECT ATTENTION
Death by PowerPoint" refers to those endless, meandering pre sentations that this software tool seems to encourage. Those presentations can be painful when they reflect a lack of foGUsed thinking, and a poor sense of what matters. One sign of the ability to pinpoint what's salient is how someone answers the simple question, What's your main point?
When a meeting is coming up, I hear, Steve Balmer, CEO at Microsoft (birthplace of the dread PowerPoint), bans such presen tations. Instead he asks to see the material beforehand so that when he's face-to-face he can cut to the chase and ask the questions that matter most right off the bat, rather than taking a long, winding road to get there. As he says, "It gives us greater focus." Directing attention toward where it needs to go is a primal task of leadership. Talent here lies in the ability to shift attention to the right place at the right time, sensing trends and emerging realities and seizing opportunities. But it's not just the focus of a single strategic decision-maker that makes or breaks a company: it's the entire array of attention bandwidth and dexterity among everyone.Sheer numbers of people make an organization's cumulative at tention far more distributable than an individual's, with a division of l bor in who pays attention to what. This multiple focus powers an organization's attention capacity for reading and responding to complex systems.
HOW LEADERS DIRECT ATTENTION
Death by PowerPoint" refers to those endless, meandering pre sentations that this software tool seems to encourage. Those presentations can be painful when they reflect a lack of foGUsed thinking, and a poor sense of what matters. One sign of the ability to pinpoint what's salient is how someone answers the simple question, What's your main point?
When a meeting is coming up, I hear, Steve Balmer, CEO at Microsoft (birthplace of the dread PowerPoint), bans such presen tations. Instead he asks to see the material beforehand so that when he's face-to-face he can cut to the chase and ask the questions that matter most right off the bat, rather than taking a long, winding road to get there. As he says, "It gives us greater focus." Directing attention toward where it needs to go is a primal task of leadership. Talent here lies in the ability to shift attention to the right place at the right time, sensing trends and emerging realities and seizing opportunities. But it's not just the focus of a single strategic decision-maker that makes or breaks a company: it's the entire array of attention bandwidth and dexterity among everyone.Sheer numbers of people make an organization's cumulative at tention far more distributable than an individual's, with a division of l bor in who pays attention to what. This multiple focus powers an organization's attention capacity for reading and responding to complex systems.
การแปล กรุณารอสักครู่..
HOW LEADERS DIRECT ATTENTION
Death by PowerPoint" refers to those endless, meandering pre sentations that this software tool seems to encourage. Those presentations can be painful when they reflect a lack of foGUsed thinking, and a poor sense of what matters. One sign of the ability to pinpoint what's salient is how someone answers the simple question, What's your main point?
When a meeting is coming up, I hear, Steve Balmer, CEO at Microsoft (birthplace of the dread PowerPoint), bans such presen tations. Instead he asks to see the material beforehand so that when he's face-to-face he can cut to the chase and ask the questions that matter most right off the bat, rather than taking a long, winding road to get there. As he says, "It gives us greater focus." Directing attention toward where it needs to go is a primal task of leadership. Talent here lies in the ability to shift attention to the right place at the right time, sensing trends and emerging realities and seizing opportunities. But it's not just the focus of a single strategic decision-maker that makes or breaks a company: it's the entire array of attention bandwidth and dexterity among everyone.Sheer numbers of people make an organization's cumulative at tention far more distributable than an individual's, with a division of l bor in who pays attention to what. This multiple focus powers an organization's attention capacity for reading and responding to complex systems.
การแปล กรุณารอสักครู่..