The best way to learn is to teach. It’s a commonplace that the teacher learns far more than the student. If you really want to internalize the insights you’ve learned in this chapter, in the next day or so, find someone—a co-worker, a friend, a family member—and teach him or her those insights.
Ask the provocative question here or come up with your own.
What generally makes the difference between the first and second teams in any competitive situation?
Why do some teams and organizations perform so predictably well year after year, regardless of the conditions?
Every organization works hard at developing a strategy. Why do so many good strategies fail?
Which is more important—a good strategy, or good execution? Why?
Is it better to have many goals, a few goals, or no goals at all? Why?
It’s one thing to have a goal—it’s another to know how to achieve it. How do you decide what to do to achieve a goal?
What’s the difference between a lag measure and a lead measure? Which measure do you watch more closely if you want to achieve a goal? Why?
Which is better—to let the team run with a goal without input from the leader, or to check progress regularly and frequently? Why?
Which is likely to have more impact on your success—a grand new strategy, or doing better the things you already know how to do? Why?
Why is there so much variation in performance across an organization? What would you do to reduce the variation and get better results?
If you were a leader, what would you do to help people move beyond the mindset of doing just what’s required toward a mindset of making a real contribution?