The three anchors framework is right. The execution failure I keep seeing is that leaders anchor the wrong things.
They hold steady the Friday meeting, the reporting structure, the approval process. Meanwhile the team is watching whether the leader still tells the truth when the numbers are bad. Still names the win publicly. Still has the hard conversation instead of going quiet.
Relational constants are what people actually track when they’re exhausted. Operational constants are what leaders think they’re tracking.
Thirty-five years of watching teams in high-pressure seasons – the plate empties fastest when a leader mistakes structural steadiness for relational steadiness. They’re not the same thing.
That distinction matters, Todd. Teams can work around a moved meeting or a changed process. They have a much harder time recovering when truth, credit, or courage starts showing up inconsistently.
The three anchors framework is right. The execution failure I keep seeing is that leaders anchor the wrong things.
They hold steady the Friday meeting, the reporting structure, the approval process. Meanwhile the team is watching whether the leader still tells the truth when the numbers are bad. Still names the win publicly. Still has the hard conversation instead of going quiet.
Relational constants are what people actually track when they’re exhausted. Operational constants are what leaders think they’re tracking.
Thirty-five years of watching teams in high-pressure seasons – the plate empties fastest when a leader mistakes structural steadiness for relational steadiness. They’re not the same thing.
That distinction matters, Todd. Teams can work around a moved meeting or a changed process. They have a much harder time recovering when truth, credit, or courage starts showing up inconsistently.
Appreciate you adding depth to this conversation.
He went right to where the most important work is being done. Seems like a great plan to me.