Individual managers vary in their ability to complete actions which they have picked up at meetings. Although this can sometimes be an individual thing, often is it more of an organisational failing. After all, top management set the standards and govern the methodology.
At this point we need to look closer at the most common reasons for actions going awry. I have listed below what I think are root causes, ie, genuine reasons as opposed to excuses. Apologies to those of you who feel this stuff is very basic. You are correct, it is basic, but it happens - often. I have also made some suggestions based on how I have seen these issues successfully tacked in the past.
- Despite lengthy discussions, it is not clear what actions have been decided.
- It is not clear who should be doing the...