“Ann, I love your Clear Thoughts newsletter. I read every edition. They’re all fantastic, and highly relevant to Medtronic.”
Paul Franson, Clinical IT Development Manager, Medtronic
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Jay Primack, Managing Partner, Moriarty & Primack P.C.
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“I wish everyone read this book. Ann Latham’s “Uncommon Meetings” is a quick read, packed with substantive ideas on how to get more out of meetings in less time. Everyone who runs meetings should read it!”
Janet Warren, President, MarCom Capital
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“Ann Latham is one of the best business speakers I have heard. She is very experienced, the quality of her thinking is extremely high, and she knows how to deliver her message in an entertaining, concise, and convincing way.”
Dr. Alan G. Robinson, Isenberg School of Management, Author - "Ideas Are Free"
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“On a collaborative project with Boeing Phantom Works, Ann did a tremendous job in identifying the cost drivers, producibility issues, and productivity barriers of a supplier organization, all of which were impeding the success of our project.”
Ed Gerding, Chief Engineer C-17 St. Louis, The Boeing Company
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“Ann can help you identify the crux of a problem and solutions that will work for you. While others may be good, my 35 years of experience tells me that no one is better.”
Perry Walraven, President and CEO, Performance Controls, Inc. a Subsidiary of Hitachi Medical Corporation
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“Ann’s ability to simplify complex issues such that everyone understood their respective roles was a key part of her success. She truly helped us achieve profitable and predictable growth while improving the quality of our methods and processes.”
S. W. Emery, Jr., Chairman and CEO, MTS Systems Corporation
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W. Lowell Putnam, Chairman/CSO, VCI (Video Communications, Inc.)
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“’Wow’ sums it up nicely. The way Ann works is impressive: she has a great handle on people, makes everyone want to work together, ensures meetings are focused and valuable, and simplifies the challenges and options so all can reach shared conclusions.”
John Heaps, President, Florence Savings Bank
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“You are clearly a gifted facilitator and helped us achieve some important outcomes. The ROI was there.”
Bob Fazzi, President & CEO, Fazzi Associates
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“Ann listens, understands, simplifies, reframes, and provides clear advice. I inevitably leave with a new perspective, better decisions, 3 - 4 specific action items, and the resolve and focus I need to get the right things done. If you are looking for a great coach, call Ann.”
Michael Niedenfuehr, Financial Planner, Cambridge Investment Research, Inc.
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“Ann’s book, Clear Thoughts, is the fresh, grounding breath of perspective that every executive needs in order to see clearly despite the daily chaos”
Jane Lansing, VP Marketing, Emerson Process Management
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“Ann uncovers common ground, creates opportunity, and guides the group to new shared conclusions in remarkably little time.”
Laurie Fenlason, Vice President for Public Affairs, Smith College
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Dana Badgerow, General Manager, AeroMet Corporation
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Chuck McCullagh, CFO, The Williston Northampton School
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“Ann Latham transformed our thinking about how our organization works. This discovery led us to a strategic model that solves our pain and opens new opportunities. She truly lives up to her brand of ‘uncommon clarity.’”
Suzanne Beck, Executive Director, Greater Northampton Chamber of Commerce
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Aimee Griffin Munnings, Esq., Director, Western New England College Law and Business Center for Advancing Entrepreneurship
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Russell Peotter, General Manager, WGBY - Public Television for Western New England
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Joan Schuman, Executive Director, Hampshire Educational Collaborative
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“The time and stress saved by one phone call with Ann was astounding.”
Rev. Johanna McCune Wagner, Director of Religious Life, The Culver Academies
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Every organization would benefit from the material found in Ann’s audio seminar, “Meeting Mastery.”
Chuck Hatch, General Manager, Packaging Corporation of America
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10 Signs of Insufficient Strategic Clarity
Strategic clarity is essential if an organization is to use resources wisely and get great results. And the relevant decisions are made by everyone from the CEO to each individual contributor. Below are ten indicators of insufficient strategic clarity. How many of these affect you or the people around you?
- Priorities and goals seem to jump around at a moments notice
- Many can not confidently enumerate their top few priorities, let alone those of the organization
- People are feeling stressed by tasks that languish and efforts that don't align with official goals
- The tail often wags the dog - new ideas and events derail plans
- Cynicism and resignation are more common than enthusiasm for the future
- New initiatives or projects are often launched before current projects are completed
- There are simply too many priorities, which means there are no priorities
- The organization often invests significant time and money in projects that produce little in the way of tangible results
- Urgency wins over importance
- Many resort to requesting "marching orders" because there is no framework that allows them to use their own judgment
If you see the signs above, either your strategic direction is too fuzzy, fleeting, unstable, or broad, or your organization has not heard, translated, and digested it sufficiently to obtain useful guidance from it. In either case, the organization is not prepared to make wise investment decisions involving time, money, and other resources. The benefits of strategic clarity range from greater profits to happier employees. Create clarity today for greater results.
© 2011 Ann Latham. All rights reserved.