“once you have the strategy and team locked down, you should step back and let the machine do its thing. I like to say that CEOs should do only three things; recruit and retain the team, build and evolve the long term strategy and communicate it effectively and broadly in the organization and externally, and make sure the company doesn’t run out of money. “
The Chief of Staff role is one I’m hearing about more and more. Great article.
Here are a couple of my recent highlights from Getting to Yes: Negotiating Agreement Without Giving In, which resonated with me.
Pay attention to “core concerns.” Many emotions in negotiation are driven by a core set of five interests: autonomy, the desire to make your own choices and control your own fate; appreciation, the desire to be recognized and valued; affiliation, the desire to belong as an accepted member of some peer group; role, the desire to have a meaningful purpose; and status, the desire to feel fairly seen and acknowledged.
Any method of negotiation may be fairly judged by three criteria: It should produce a wise agreement if agreement is possible. It should be efficient. And it should improve or at least not damage the relationship between the parties. (A wise agreement can be defined as one that meets the legitimate interests of each side to the extent possible, resolves conflicting interests fairly, is durable, and takes community interests into account.)
The book by Roger Fisher, William L. Ury and Bruce Patton has been an enjoyable read thus far, chock full of insight, while remaining easy to read.