How to Avoid Strategic Self-Sabotage
Self-defeating traits can stifle and prevent IT teams from accomplishing strategic objectives—but there is hope for those with counter-productive tendencies.
Strict by-the-book policies can’t accommodate the current pace of business and tech changes. Establish best practices while allowing teams members, especially those who combine good judgment with high performance, freedom to make on-the-spot decisions.
Cultivate an atmosphere in which participants get to the point during meetings and move on. Repetitive discussions that drag on for hours will dull mental edge and energy.
Good ideas often die in committees, as the diluting of accountability results in a lack of personalized, take-charge action. Appoint a single person to own every proposal and set concrete deadlines for response.
Those who insist upon introducing irrelevant priorities, problems and processes will send their colleagues off in unproductive directions. Align all action steps with direct, desired outcomes.
In written communications, attention to details matters. But don’t let this paralyze team members, lest the pursuit of perfection becomes “the enemy of the good.”
Re-opening debate over decided matters conveys weaknesses in your leadership, while making involved team members feel resentful over being “overruled.” Stick to decisions, but incorporate enough flexibility to adjust to unforeseen events.
In the old days, “haste makes waste.” Today, haste makes for disruptive impact. So move quickly with informed, calculated direction.
Eliminate ambiguity over roles and needed outcomes, so team members are empowered to identify opportunities and act upon them.