THINKING VS. DOING: THE OWNER’S DILEMMA

The CEO's conundrum, epitomized as "The Train Conductor vs. The Thinker," encapsulates the delicate balancing act at the heart of effective leadership. Picture Richard Branson on Necker Island, embodying this dichotomy with his shaggy hair and unconventional attire. The metaphorical managing bucket involves orchestrating the trains to run on time—establishing goals, ensuring product quality, and keeping customers satisfied. It's a relentless pursuit of perfection, akin to the continuous improvement philosophy of "six-sigma thinking." This role demands a meticulous focus on the present, a dedication to refining the company day by day.

Contrastingly, the thinking bucket is a realm where CEOs sculpt the future of their companies. Freed from the minutiae of daily operations, this visionary time becomes a canvas for innovation. CEOs get to dream, design new products, and envision the trajectory of their business in the years ahead. Necker Island becomes a metaphorical incubator, where the CEO's visionary hours are invested in imagining what the business could be, unshackled from immediate concerns about what it is today.

In the owner's dilemma, the strategic imperative is clear: harmonize the roles of the conductor and the thinker. Effectively manage the present while passionately envisioning the future. The narrative unfolds not just in the boardrooms but also in the sun-soaked tranquility of island retreats, where CEOs grapple with the nuanced art of steering trains and shaping dreams.

Read the full article here: https://executiveleader.com/thinking-vs-doing-the-owners-dilemma/

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