Every company has them: smart, well-intentioned managers who inadvertently slow down the company with too many questions, too much analysis, and too much process. To speed up these people, consider holding a recurring meeting on Monday mornings to air and resolve the conflicts that are preventing execution. Meet, talk, and stay in the room until the issues are resolved. This will send a clear signal that any conflicts preventing the organization’s ability to act — especially at the front line — will be allowed to linger for a maximum of four business days. A commitment to making fast, firm decisions raises the organization’s metabolism and shows everyone that leadership’s bias is toward acting and executing on behalf of customers. Employees will come to expect that endless analysis and deliberation won’t be tolerated.
Adapted from "How to Stop People Who Bog Things Down with Bureaucracy," by James Allen
