Meetings have a bad name. But recently Ford announced that one was so good that it would survive a change of CEO.
Alan Mulally, credited with turning Ford around, held regular Business Plan Reviews (BPRs) where traffic lighting projects meant that real issues were uncovered.
Not exactly earth-shattering but as Fast Company said, ‘At pre-Mulally Ford, the truth came in many different flavors.’
The BPRs worked so well that the new CEO, Jim Hackett, will stick with the practice.
What does this mean for leadership?
First, it pays to be ‘tough on the facts’. You can then be ‘soft on the reasons’ and fix them transparently, together.
Secondly, what do you do now that will outlive your tenure? And honestly, what will be killed the moment your ‘leaving do’ is over?
Dan Hammond is a Director at LIW global leadership consulting. This is one of LIW’s weekly ‘bleets’.