There are multiple ways to solve a problem and add value. There are seldom right answers. So, you've got to use your abilities to diagnose a situation and use your best judgment on what to do and how to do it. You WILL make mistakes - when you do, admit them and go back and try to fix them. I don't know is often the right answer.

Process improvement programs are like teaching people how to fish. Strategy maps and scorecards teach people where to fish.

Step one is to take ownership of figuring strengths ans weaknesses out. It starts with writing them down but, to take ownership, you have got to seek feedback of those who directly observe you - this is scary and uncomfortable for many people. It's no fun to hear negative feedback and most people don't want to stick their necks out to give it to you. So, you have to ask.

One reason leaders don't delegate is they haven't been sufficiently clear with the team regarding their vision and key priorities - so that the team understands where the firm is going. If everyone is on the same page, it's a lot easier to delegate effectively.

Consistent alignment of capabilities and internal processes with the customer value proposition is the core of any strategy execution.

Why do leaders fail? Isolation and inability to learn. They are afraid to express doubt, admit vulnerability or seek advice from subordinates. Leaders must actively work to seek feedback and a reality check. They must be open to asking questions and framing issues. As the world becomes more complex and global, the risk of isolation becomes greater. The need for leaders to be open to learning becomes greater. Great leaders will need to ask the right questions and balance inquiry with advocacy.

A mere 7% of employees today fully understand their company's business strategies and what's expected of them in order to help achieve company goals.