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One of the core competencies for leaders is the ability to deal with ambiguity, that condition where things are not what they seem. And the higher in an organisation a leader goes, the more ambiguous things become. Leaders know ambiguity is the enemy of commitment. They know it can't be eliminated. They know the majority of people work best in an environment where expectations and contribution and recognition are well defined. Leaders know ambiguity kills initiative; it creates a compliance culture rather than an aggressive commitment culture. It keeps people off balance. It enables weak managers to protect whatever turf they may have. Ambiguity is the friend of the indecisive, the maybe yes maybe no mindset, the uncommitted.
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