I am currently reading a Sales Management book (“The Accidental Sales Manager” written by Chris Lytle), and have included an excerpt from the first chapter “You can manage a lot of things, but sales isn’t one of them. It might be easier to think in terms of managing the things that lead to sales – things like the number of first meetings your team gets, their ability to manage long sales cycles, their aptitude for assessing customer problems and proposing customized solutions.” In addition to my other responsibilities, I currently wear the hat of Sales Manager, so this hit home with me and really explained my excessive attention to the details in our sales process. I have learned over time that this is the only way to have consistent success and growth in regards to our sales.
This also applies to all other areas of an organization. To achieve the overall goals, there must be detailed goals that are owned by team members. Everyone must execute on their part in order to exceed team and organizational goals. Leaders are responsible for having the vision to set the goals, and to assist those on their teams in assessing the relevance of the underlying detailed activities/goals where execution is required.