Large organizations often speak in terms of “competencies.” That is, to do a particular job well, you need to develop a set of specific competencies in areas such as vision setting or business acumen or data analysis. (Yes, they tend to sound exactly that boring.) But rather than giving vague instructions to employees on how to build their “business acumen,” they could be presented instead with a set of meaningful milestones to accomplish (again, not necessarily sequential): • Turn around a product/service line that is struggling • Have a direct report promoted to a managerial role • Solve a
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