As a senior executive, you need to balance the long-term strategic and short-term operational needs of your company. This is not easy, writes Sabina Nawaz for Harvard Business Review, when meetings so readily become dominated by day-to-day concerns.
Nawaz illustrates the problem through the experience of ‘Mauricio’, who heads up a Fortune 500 manufacturer’s operation in Europe. The business finds itself facing a raft of difficulties which could and should have been dealt with before they reached crisis point.
Unfortunately, Mauricio and his colleagues missed that opportunity by failing to start talking about them as strategic-level issues 12 months earlier. Now they require urgent action at an operational level.