“Goals are dangerous!” That’s what a current spate of management literature would have you believe, stating that goals cause narrow and short-term focus, inept performance, and harmful side effects such as unethical behavior. Say it isn’t so!

For a PDF of this article, click here.

Any serious strategist must ask, “How will we know when we’ve succeeded?” Strategies have intended outcomes – goals – and it’s terribly helpful if those outcomes are clear enough that success or failure will be indisputable.

for a PDF of this article, click here

Why do some bureaucracies succeed while many others fail? There are endless explanations for this, and we will add one more: slow courage.

We’re not talking about the kind of heroism displayed in 1987 by U.S. sailor Wayne Weaver who escaped a fierce on-board fire only to turn around and go back for his buddies -- three times.

When the Big Strategic Idea someone pitches you is blatantly boneheaded and un-strategic, you might remind yourself that strategic thinkers are made, not born. If this person is your friend or subordinate, then maybe it’s your job to help them learn the skill called “strategic thinking.

for a PDF of this article, click here

Fancy decision making models abound in business, but they are not what leaders use day-to-day, meeting-to-meeting. Decision making in that environment is based on human judgment. Not surprisingly, good judgment equals good decision making and bad judgment equals bad decision making.