Many people in business don't like to consult. They would prefer to just get on with the job and deliver something. The urge to move forward and just get something done is strong and any consultation is seen as inconvenient and unnecessary. Unfortunately when the product or service is ready to be implemented, it takes twice the time to engage and often results in a solution that doesn't work for the consumer.

We see it time and time again. IT solutions designed with leaders, not the 'doers' and delivered only to find out it doesn't meet the need of customers or staff. Processes mapped on 'best practice' not matching the reality of the business and capability in which to deliver them. Example after example. More money spent on projects to redo what the previous project failed to deliver and the major difference the second time around? Consultation and engagement with those who are responsible for the process takes place to deliver the right solution.

So what is my reply to those who w...

The ability for leaders to prioritise is a key skill in today’s business world that Executives need to master, in which to avoid creating a culture of change fatigue. 

Some organisations discuss the need for change resilience, when one of the contributing factors to change fatigue is already within their control through consistent prioritisation practices.

The constant changes of direction due to poor planning, or misalignment of local priorities to strategic priorities can lead staff to feel disenfranchised with the organisations leaders.

So why should leaders keep their people in mind when prioritising work priorities to strategic priorities?

Decision making in the prioritisation process can adversely effect staff morale. It can cause conflict and confusion affecting employee engagement and productivity. Even for the best performers in an organisation it is difficult to feel a sense of loyalty when it seems that the decision makers don't understand the people impacts of their dec...