“Let’s assume by ‘challenge’ we are talking about a crisis or a problem to be solved. That said, my frustrations come from indecisive behavior, lack of a plan, and failure to execute. People are often overwhelmed by “problems” or “challenges” and either shut down taking no action, or – the opposite, jumping right in and flailing about with no clear plan, and therefore an inability to execute.

“My action steps are: 1) take leadership, 2) ensure calm, 3) create an accountable plan with benchmarks, 4) communicate the plan, and 5)measure/status.

Click here for more in Video 1: "Grab the Rudder When Leadership Is Needed"

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“Less bureaucracy, more action. A bias to action and execution is what makes a difference and ensures things get done. Micromanaging (a smaller form of bureaucracy) and interferences will slow down execution and reduce even the best plans to rubble.

“This leads to a need to form smaller and more accountable teams, and fewer meetings, especially group meetings. Too often project managers will schedule weekly updates with 10+ people that serve no purpose other than checking a box.

“A bias to action with accountability and results ensures something gets done, and on time.

Click here for more in Video 3: "Bias For Action, Leads to Results"

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“I'm not always on, but there is a need for a perception of positivity and optimism. If you're having a bad day, be aware of it. The other important part is servant leadership, identifying who your lieutenants are, who those people are that can support you, and who delegate.

“If you’re having a bad day, let Joe take care of that, let Angela take care of it for you. If you want to be the leader, you can't be the sole leader. Remember one of my themes is collaboration. When you're having a bad day or an off day, let one of your lieutenants kind of lead the charge for you. But most importantly, don't let people know you're having a bad day.

Click here for more in Video 4: "Best way to choose your Lieutenants...DON'T"

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“The biggest hindrance to problem-solving is often communication (and understanding) of all of the stakeholders in a business. Communication lays the groundwork for appropriate resources, funding, and action from management, partners, and colleagues. All must understand the challenge in the same way, to ensure the right focus is applied.

“Too often the senior team ignores the message (perhaps not properly delivered) and is late in approving resources, both human and financial. Similarly, if your partner or client is not equally invested, their response and action can hinder the ability to overcome the challenge.

 Click here for more in Video 5: "Communicating Up In Your Organization And Out To Your Customer"

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“Similar theme, but action and involvement. We need to eliminate the need to form large teams, overanalyze the problem, and meet on it often. Smaller, agile teams, clear leadership, and an executable plan will drive results.

“Too often fear paralyzes and we lose empowerment and therefore no owner, and no one in charge. So we form groups (misery loves company?) and meet often and talk about it. This way everyone owns it, and when everyone owns it – no one does. Meetings (with notes) give a false pretense of action and teams create a false sense of ownership.

"Execution suffers and time is wasted for everyone.

Click here for more in Video 6: "Bigger Leads to Fear Not Faster Results"

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“I suffered a pretty good case of burnout, and one of the challenges that a young CEO faces is you are generally leading a smaller company and you think you have to do everything. If sales are running behind, and you're the CEO, you think you got to go in and do sales. If there are operational challenges, you think you got to go in and fix the operations yourself.

“You have to be careful that you're delegating responsibility appropriately, that you're holding, keeping people accountable. If sales are struggling, hold your sales leader accountable. You have to understand your role as CEO is to help your team by removing obstacles to ensure their success, not by going in and saying I'm here to do your job.

“You say, ‘I want everyone to understand, I'm not here to do your job, you have to do your job, I'm here to do my job’. That's an important message for a young CEO. Your role is to set a vision, and then enable them to achieve that vision by removing obstacles or removing barriers.

How do you boil that down?

“Establish ownership or ‘We got this’, establish a sense of calm, create a plan, communicate, establish benchmarks, execute and communicate status.

Click here for more in Video 7: "Know Your Role, I'm Not Here To Do Your Job"

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“Lack of understanding from needed stakeholders and therefore a failure to attack the problem, accept the risks, and execute a manageable plan. Often the solution to critical problems will require some decision and action from those above you, whether that be a manager, C-suite executive, or even aboard. Sometimes their involvement becomes necessary, but a lack of understanding of the nature of the problem creates either no decision or the incorrect one.

“The way to avoid this is constant and clear communication, over-communicating actually, to ensure the stakeholders needed are involved and up to speed on the problem and its nuances. This will require short, but efficient updates and QandA, but should not be confused with creating a committee or other bureaucratic vehicle, but rather used as a checkpoint to ensure everyone is on board.

Click here for more in Video 8: "Informing The Uninformed Get Your Stakeholders Involved And Aligned"

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