A Visionary Leader (A La Steve

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Acknowledge And Accept Itthe First Option Is To Acknowledge That You’re Managing Around An Executive And Build In The Expectation That The Exec’s Word Is Final.sometimes, Detailed Input From A Visionary Business Leader Does Add Value ­– Steve Jobs’ Contributions At Apple Come To Mind. That Creative And Design Management Style Worked For Apple Because The Entire Business Accepted And Expected That Projects Would End Up The Way He Wanted Them.if You Want Or Need To Design An Approval Process Where The Ceo Or Other Senior Leader May Edit, Change, Or Upend Entire Projects, Try To Move Their Input Closer To The Beginning Of The Project Lifecycle To Mitigate Creative And Design Rework.

Make Sure Everyone Understands That The Process Was Built To phone number library Accommodate Specific, Required Input From That Leader. This Way, You Remove Contradictory Or False Expectations About Timelines And Results. You Can Then Give Your Team Permission To Push Boundaries While Acknowledging That The Final Product May End Up The Way The Boss Wants It.if You Must Design A #content Approval Process Around Jobs), Make Sure Everyone Understands Who Has The Final Word, Says @robert_rose Via @cmicontent.



Share On Xhandpicked Related Content: Fixes For Frustrating Content Workflow Problems Invite Consultation, Not Final Approvalthe Second Way To Solve The Challenge Of Managing Around The Boss Is To Stop Doing It. In Other Words, Confront Any False Expectations That Resulted From The “managing Around” Approach.at The Tech Company I Mentioned, The Ceo Became Accustomed To Contributing To And Approving The Marketing Output When The Company Was Much Smaller. As The Company Grew, The Process Remained Unchanged.