The first step is to make sure that all key people have a copy of the vision, strategy, and the current year’s strategic priorities in front of them at all times. They should be brought to every staff meeting. They should be referred to constantly.

Bill Hannemann of Giro keeps a copy of the strategic priorities with him at all times. Not a staff meeting goes by without his referring to it. “I always try to make sure that our priorities are always being worked on in some specific way,” he says.

For the things that you do better than your reports, unless it falls into the “most important priorities” bucket or you don’t believe they are set up to succeed, you should still try to delegate as much as possible and coach them along the way.

What the data showed is that periodic one-on-one coaching (rather than superior technical knowledge) ranked as the #1 key to being a successful leader.

From our experience, great managers must focus those coaching sessions with their “direct supports” (a better term than “direct reports”) on five topics representing the five main activities of successful managers/coaches.

In reverse order of importance:

1. Hire fewer people, but pay them more.

1. Give recognition, and show appreciation.

1. Set clear expectations, and give employees a clear line of sight.

1. Don’t demotivate; “dehassle.”

1. Help people play to their strengths.

He was a superb business executive. And he did it through practicing the points covered in this chapter: operational excellence, putting people first, being decisive, communicating well, knowing how to get the most out of even the most challenging people, focusing on product excellence, and treating people well when they are let go.

Get the team right and you’ll get the issue right.