Lead Smart E-Book

Dermot Crowley

• Herausgeber: John Wiley & Sons
• Kategorie: Fachliteratur
• Sprache: Englisch

Seitenzahl: 286

Veröffentlichungsjahr: 2023

Beschreibung

Are you too busy to lead your team effectively? The simple truth is that leaders have never felt so distracted, so overwhelmed and so unable to find the time they need to make a real impact. In Lead Smart, productivity expert Dermot Crowley delivers proven strategies for cutting through the busyness and working and leading more effectively, maximising productivity for you and your team. You'll discover specific actions and solutions for shifting your focus from activity to impact -- so you can direct your energy to the opportunities and challenges that matter the most. With Lead Smart, you'll learn how to make productivity your central priority, so you can maximise your own time as well as that of your people. To be an effective leader, you need to protect your time to think, to plan, to make good decisions and to provide clear direction. You need to be responsive and available, so you can empower your team to act in line with your organisation's goals. And you need time to coach and mentor your people, leveraging their skills, capacity and productivity. Lead Smart shows you how to: * Level up your time management and personal productivity, so you can minimise distractions and noise * Streamline how you interact with your team and delegate more effectively * Lead the team culture from the top down when it comes to aligning priorities, managing urgency and fostering accountability * Boost your team's productivity by building conviction, effectively negotiating workloads and deadlines and protecting the team from outside distraction * Inspire a wider cultural change around workload productivity in your organisation through your commitment to an elite productivity philosophy This moment in time, when we are defining a new way of working, is an opportunity for managers, leaders and executives to reflect on old mindsets, habits and behaviours. Lead Smart is the book you need to upgrade how you use your time, energy and focus to better thrive and inspire as a leader. This book is part of the Smart Productivity series, helping readers find practical solutions for better managing their time, energy and focus.

Leseprobe

Table of Contents

Cover

Table of Contents

Title Page

Copyright

Acknowledgements

Introduction

Productivity: A core strand in the leadership rope

What specific problems are we solving?

The four big productivity disrupters

I'm all in, but how do we do this?

PART I:

YOURSELF

CHAPTER 1:

Know your productivity style

Your productivity bias

Which style do you identify with?

Choose the right resource for the job at hand

CHAPTER 2:

Find your balance

Work/work balance

CHAPTER 3:

Develop deep and wide focus

Wide focus strategies

Deep focus strategies

CHAPTER 4:

Have more impact

Get above the line

Stay in your lane

Five strategies to get above the line

Prioritisation strategies

PART II:

TEAM INTERFACE

CHAPTER 5:

Leverage your support

Productive EA strategies

Your direct reports

CHAPTER 6:

Delegate early and well

When should you delegate?

How should you delegate?

Effective delegation matrix

Cc and delegation

Track your delegations

CHAPTER 7:

Be responsive, not reactive

Responsiveness to email

Email overwhelm kills your responsiveness

Make yourself more available

Downsize meetings to discussions

Make sure interruptions are productive ones

Consider how your productivity style works with your teams'

PART III:

YOUR TEAM

CHAPTER 8:

Lead productive cultures

Self-centred or others-centred?

Team agreements are the link between intentions and behaviours

Your role as a leader in shifting the culture

CHAPTER 9:

Create a contract of trust

Accountable culture

Fix the problem or fix the process

PART IV:

EXTERNAL INTERFACE

CHAPTER 10:

Practice respectful negotiation

Negotiating with other teams

CHAPTER 11:

Inspire your peers

Conclusion

End User License Agreement

List of Illustrations

Introduction

Figure A: The gain/sustain curve

Figure B: Lead Smart framework

Chapter 1

Figure 1.1: Our productivity resources

Chapter 2

Figure 2.1: Work/work balance

Figure 2.2: The meeting workload curve

Figure 2.3: Time spent in meetings vs time spent on everything else

Figure 2.4: Fill your calendar with both inputs and outcomes

Chapter 3

Figure 3.1: Deep and wide focus

Figure 3.2: Example of a dated task list in MS Outlook

Part 2

Figure C: The elite productivity spiral

Chapter 4

Figure 4.1 Defining your lanes

Figure 4.2: Strategies to get above the line

Chapter 5

Figure 5.1: Two sides of the same coin

Figure 5.2: Sharing the decision workload

Chapter 6

Figure 6.1: The delegation matrix

Figure 6.2: An electronic project board

Chapter 7

Figure 7.1: Reactive/proactive spectrum

Figure 7.2: Causes of email overwhelm

Figure 7.3: Meetings vs discussions

Part 3

Figure D: Productivity erosion

Chapter 8

Figure 8.1: Team agreements chain

Chapter 9

Figure 9.1: The contract of trust

Figure 9.2: Accountable culture framework

Chapter 11

Figure 11.1: Productive organisation spiral

Guide

Cover

Table of Contents

Title Page

Copyright

Acknowledgements

Introduction

Begin Reading

Conclusion

End User License Agreement

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Lead Smart, is an insightful book for leaders who want to take their personal productivity, effectiveness and teams to the next level. The book takes the reader on a logical journey with insightful examples and models which can be easily applied to everyday life in a busy leadership role. Lead Smart is the perfect book end to Dermot's other work on productivity and a book which can be used ongoing in any leadership journey or team environment.

Mike Boyle, HP Senior Vice President LF Print WW

In the age of AI this book may be the answer to human endeavour.

Matt Church, founder, Thought Leaders, author, Rise Up

With Lead Smart, Dermot Crowley again demonstrates his deep understanding of how productivity can impact performance in the corporate workplace, and what leaders can do to maximise productivity for themselves and their teams. This book is a great addition to the body of work Dermot has created to help leaders, managers and workers to get more done in a balanced, effective and productive way.

Susan Ferrier, Group Executive People & Culture, National Australia Bank

Whether you are an aspiring leader or already at a senior level, continuing to learn and test yourself is a must. Focusing on your own leadership skills and gaps allows you to not only become a better leader yourself, but also coach and develop the leaders of the future. In Lead Smart, Dermot poses the question, just how smart are you leading? Then delivers valuable tools and insight to challenge your current habits and create new ones to understand and address your own leadership potential. An absolute must for leaders of today, tomorrow and the future.

Paul Gracey, board member and non-executive director

Lead Smart is a must-read for busy leaders seeking practical solutions to boost productivity. Dermot Crowley's insightful book not only offers a wealth of useful tips for leaders but also prompts valuable self reflection. It sheds light on how well-intentioned actions can inadvertently hinder team performance. Personally, investing in this book and Dermot's training has proved invaluable for my own growth, and that of my team. With its impact and depth, Lead Smart stands as another powerful contribution by Dermot Crowley.

Martin Paino, partner, KPMG

Lead Smart is a practical no-nonsense guide for leaders on how their organisations can achieve more in a sustainable way — without the proverbial ‘busyness’. As with any important organisational change it does require a lot of ‘rewiring’ — starting from the senior leaders. But with commitment it makes a huge impact. Having adopted Dermot's approach to improving personal, teams and leader productivity, many in our team refer to it as a ‘game changer’.

Maxim Sharshun, senior executive, Medibank

Amidst a vast ocean of leadership self-help books, Lead Smart shines brilliantly as a true game-changer. It skilfully guides leaders to uncover their own hidden workstyle biases that hinder their and their team's performance, setting the stage for remarkable personal and team growth. With practical strategies and a roadmap for action, this indispensable gem is a must-read for leaders and managers who are striving for enhanced productivity and fulfilment in their own work, and that of their teams and organisations.

Betina Szkudlarek, Professor of International Management, University of Sydney

Any book linking productivity, leadership and culture is going to catch my attention. Dermot's book, Lead Smart, shows us how to shift our team cultures through our own leadership actions and habits. Leaders are looking for cultures that work (or tackling cultures that work against them) and team culture is a great place to start, for what is an organisation except a collection of teams? Regardless of your market, product or maturity, all organisations need to shift beyond bursts of productivity to accountable cultures for true productivity shifts. Dermot's book shows us how to lead our teams through everyday actions (and without the long hours).

Meredith Wilson, culture strategist, author, speaker, executive mentor

Dermot Crowley's Lead Smart is a game-changer! As a productivity guru, his fourth book delivers practical strategies for leaders to elevate their productivity and drive exceptional results in their teams. Having experienced Dermot's expertise firsthand at Dreamworld, his insights have revolutionized our time management and team effectiveness. While Lead Smart will help me continue to work on my own productivity, more importantly, it will supercharge the productivity of our leadership team, and in a global environment where everything is moving faster than yesterday, that matters. A must-have guide for anyone striving to be an exceptionally productive leader.

Greg Yong, Group Chief Executive Officer, Ardent Leisure (Dreamworld, Whitewater World and SkyPoint)

First published in 2024 by John Wiley & Sons Australia, LtdLevel 4, 600 Bourke St, Melbourne, Victoria 3000, Australia

© John Wiley & Sons Australia, Ltd 2024

The moral rights of the author have been asserted

ISBN: 978-1-394-18860-4

All rights reserved. Except as permitted under the Australian Copyright Act 1968 (for example, a fair dealing for the purposes of study, research, criticism or review), no part of this book may be reproduced, stored in a retrieval system, communicated or transmitted in any form or by any means without prior written permission. All inquiries should be made to the publisher at the address above.

Cover design by Wiley

DisclaimerThe material in this publication is of the nature of general comment only, and does not represent professional advice. It is not intended to provide specific guidance for particular circumstances and it should not be relied on as the basis for any decision to take action or not take action on any matter which it covers. Readers should obtain professional advice where appropriate, before making any such decision. To the maximum extent permitted by law, the author and publisher disclaim all responsibility and liability to any person, arising directly or indirectly from any person taking or not taking action based on the information in this publication.

Acknowledgements

As always, writing a book takes a lot of hard work, buckets of coffee and access to tissues occasionally. I always swear I will never do it again, but eventually the siren's call tempts me to do it once more! While most of the work (sketching out ideas) is usually done over a couple of years, the final six to 12 months can be a crazy time as I get my words down on paper, and wrestle with the challenge of creating a unique and meaningful book that adds value to the world, rather than one that just takes up space on a bookshelf. As always, there are a lot of people to thank for their support, encouragement, patience, inspiration and honesty. This is a dedication to them.

To my wife, Vera, who has supported me every step of the way, and provided so much insight into her role as a senior leader. Every time I doubted myself, I looked into her eyes and saw reflected a man who could do anything he sets out to do. She encouraged me to lock myself away and write for weeks at a time, and was always waiting for me on my return with a big kiss. Grazie, bella.

To my son, Finn, who has endured me writing four books now, and I suspect, while quietly impressed, still thinks I am on a pretty good wicket, getting paid to write books and speak. He is right; it is not a bad life. I hope he takes inspiration from me and creates a life by design for himself.

To my sister, Margaret, who is far away in Dublin, but always so proud of me and what I have done. And to Donal, our late brother, who I know would have loved this book.

To my team, Tony, Matt and Chauntelle, who help me bring my ideas to life, and to our clients. You guys are so fantastic.

To my crew at Thought Leaders, who always serve to inspire my thinking, and provide the advice I need when I am stuck.

To Kelly, my editor before my manuscript gets to Wiley, and to all of the Wiley team who work tirelessly to make my words make sense to you, the reader. You might not be able to spot the magic they weave into a book like this, but you would be able to spot it if they didn't.

To my training, speaking and coaching clients, who have provided so many ideas and anecdotes for this book — I have written this with you and the issues you face in mind. I hope it serves you well.

And to you, the reader. We don't know each other yet, but I thank you for at least picking this book up, and hope you enjoy and use its ideas.

Dermot Crowley

Introduction

As a leader, working at or near the top levels of your organisation, your role is leading the troops, setting the strategy and executing the plans. You must have been somewhat organised and productive to get to this level. You have to be efficient and effective, using your time, energy and focus with laser precision to operate successfully as a leader. In fact, your ability to get stuff done would be seen as a critical skill as you rose to your position.

But what if I told you that you may not be as efficient or effective as you think, and you may have attained this position in spite of, rather than because of, your organisation skills?

What if I said that, as a leader, you may be a part of the reason your team struggles with their productivity? Or that your team culture could be working against productivity rather than supporting it?

What if you and your team are incredibly busy, but busy working on the wrong stuff?

What if you are the leader, but are simply too busy to lead effectively?

The path to leadership is a long and often challenging one. We work diligently at school, then possibly spend a few years at university. We get our first job, the first rung on the ladder to be climbed. Over the years, we work hard and develop our skills. We eventually find ourselves in a position where we are managing and leading people. For the select few, you might climb to the pinnacle of senior leadership, and possibly end up as MD or CEO.

Some of us deliberately choose this path, while some of us fall into it. Either way, now that we are here, we want to have an impact. We want to make a difference, lead our teams well and help our organisation to excel. But in the back of our minds, some fears lurk and fester. The fear that we are busy doing lots of activity, but not having the impact that we would like. Or the fear that we are having an impact, but at a cost to our balance, family and life outside of work. Or the fear that if we keep going at this pace, we are going to crash and burn.

For many leaders, the reality is that, now they have achieved what would traditionally be described as career success, they have never felt so busy, so distracted, so overwhelmed and so unable to find time for the things that truly matter in their role. They have never felt so much pressure to stay on top of everything whilst moving at a million miles an hour.

In my work with thousands of leaders over the last 25 years, I have seen a lot of these leaders fall victim to crushing meeting schedules, hopelessly overflowing inboxes, constant interruptions and a sense of busyness that does not equate to effectiveness in their role. Many of these leaders work in large corporates: financial institutions, large consulting firms, multinational manufacturing or retail conglomerates. But this problem is not solely the problem of leaders in large organisations (although, of course, this problem is most likely to exist in these larger companies due to their complexity). This problem can also be seen in medium and even small businesses.

The simple truth is that leaders are often too busy to have the impact that they need to have. But I strongly believe that when we attain a leadership role, we need to become less busy and shift our focus and mindsets from activity to impact. We need to concentrate our time, energy and focus on the few things that really matter and empower our teams to execute on the right priorities with our direction. We need to protect time to think, to plan, to make good decisions and to provide clear direction. We need to be responsive and available to our team, not constantly unavailable in meetings. And we need time to coach and mentor our people, leveraging their skills, capacity and productivity.

That's a bit of a strong start, isn't it? I haven't given you much time to settle in. Now I know that you are unlikely to be experiencing all of the issues listed above, but I am sure you identify with at least some of them. And the good news is, there are things you can do, as a leader with agency, that will make a difference and maybe even change the game for you.

Lead Smart is the third of a trilogy of books that I have written on productivity in the corporate workplace. My vision was always to start with the individual, and to present a framework to maximise personal productivity. Smart Work serves that purpose. The next step was Smart Teams, which explores how we can work together more productively, and minimise what I call ‘productivity friction’ by creating more productive cultures within our teams.

This is the final piece of the puzzle, where I address the specific productivity issues faced at the leadership level. But to round this trilogy off fully, this book needs to go beyond tactical productivity strategies for leaders. It needs to sound a clarion call to leaders to level up their own productivity, as well as leverage the productivity of everyone around them. To step up to this worthy task, leaders need to put personal and team productivity front and centre of their priorities, to pay attention to it, and work on it every single day.

While the value in this book is not dependent on having read the other books in the series, you will find I do refer to strategies in these other books where relevant. If you want to dig deeper, a read of Smart Work and Smart Teams would not be a bad idea.

Productivity: A core strand in the leadership rope

Productivity, at least personal productivity, is a topic for discussion for many leaders, but most leaders do not do anywhere near enough work to ensure they and their teams can operate at the highest levels of effectiveness. Productivity is often seen as a minor strand in the complex rope that is leadership.

A cable-laid rope is a large rope typically made of several multi-strand smaller ropes twisted together to form a tight, virtually waterproof cable that is incredibly strong and durable. It was, and in some cases still is, used on ships, where keeping the rope from getting wet is desirable to avoid it getting too heavy to pull out of the water.

A leadership role is like a multi-strand rope, with many different skillsets that combine to make an effective leader, from strategy to motivation to decision-making. I see productivity as one of these strands. A leader must be personally productive and must also work to maximise the capacity of their team to produce great work.

What could be more central to a leader’s role than increasing the capability and capacity of everyone that they work with?

I worry, though, that productivity is only seen as a minor strand in the leadership rope, surrounded by and lost amongst the more prominent strands associated with a leader's role. I urge you to shift your thinking on this, and see productivity as a core strand. What could be more central to a leader's role than increasing the capability and capacity of everyone that they work with?

It is often assumed that people will be naturally productive or will learn on the job to work effectively. But in today's busy, fast-paced and noisy workplace, productivity cannot be assumed. The productivity strand in a leader's rope needs to be actively developed with purpose and care. If it is not, our rope begins to fray and split, making it weak and at risk of breaking.

I don't pretend to be able to advise you on every strand of your leadership rope. I am not a leadership expert, but I do know productivity, and have worked with many thousands of leaders over the last 25 years. I believe I understand the challenges they face in maintaining effectiveness. I have worked in many industries and businesses, and the productivity cultures that drive these organisations. I have seen firsthand the impact unhealthy productivity cultures have on their people, and the role that leaders play in allowing these cultures to exist.

I believe that there is so much a leader can do to gain more control over what sometimes feels like a chaotic and uncontrollable workplace culture. But unfortunately, a leader's approach to productivity, even if it is solid and organised, is often a reactive approach to productivity. By this, I do not mean that you are reactive rather than proactive, but rather your approach to productivity has been shaped in part as a reaction to your work, your culture and your environment. Next-level productivity requires the leader to shape their own approach to productivity, one that better serves themselves, their team and everyone around them. To be a highly productive leader, you need to demonstrate a sense of agency in a demanding and busy workplace. You need to make productivity a priority, and work at it tirelessly, knowing that the payback will be immensely worthwhile for you and those around you.

Your leadership rope can serve as a tool to lift others up to a higher level, or to tie them up, frustrating their efforts and keeping them down. Let us work together to achieve the former!

What specific problems are we solving?

When we lead productivity, we should experience a productivity gain for ourselves and our team. Ideally, we want this productivity gain to be sustained over a long period of time, not just for a few weeks or months. The challenge is that no matter how high the initial gain is, over time, productivity friction wears away at it until we revert back to a lower level of productivity (see figure A, overleaf).

As we will explore a little further on, productivity friction is often caused by busyness, urgency, disorganisation and distraction. These frictions operate like brakes on our team, diminishing their capability and their output. The good news is, these are all productivity issues that can be managed with a bit of focus and effort. The friction they cause may be hard to totally erase, but it can be minimised.

Figure A:The gain/sustain curve

I would love to promise you the equivalent of perpetual motion and say that there is a way to increase productivity forever in your team, but that would be a lie. But I believe you could achieve a significant gain, and you could reduce the friction so that the gain is sustained for longer.

To achieve the initial productivity gain, we need to develop productivity skills and capability across our team. To sustain this gain over time, we need to reduce the productivity friction our team has to deal with.

Let's have a look at the four big disrupters of productivity in most workplaces.

The four big productivity disrupters

Busyness. Urgency. Disorganisation. Distraction. As I write about the productivity issues I see dominating most workplaces, I am reminded of the Four Horsemen of the Apocalypse, the allegorical figures commonly known as Pestilence, War, Famine and Death, whose arrival signals the end of the world. That's grim, but maybe not a bad analogy to describe how we sometimes feel when faced with many of the productivity problems that come our way each day, getting in the way of the impactful work we want to achieve.

I like the idea that the Four Horsemen got sick of dealing with the world in general, and decided it was a good bet to niche on the corporate world, transforming into the productivity disrupters of Busyness, Urgency, Disorganisation and Distraction. More fun to be had, and more money to be made in the corporate world!

Every day they move through our workplaces, causing disruption and chaos. Each has their own unique talent, and each causes its own unique form of unproductiveness for you and your team.

Busyness

Many of us feel there is just too much to do, and only so much time, energy and focus to go around. Busyness at the senior level is part of the job description, but if our busyness is caused by poor priority choices or a perceived lack of control in our role, it can have a damaging effect on our work, our team and our combined wellbeing. In the Four Horsemen analogy, busyness is represented by Pestilence, which seems quite fitting. Busyness is like one of the viruses we see in zombie movies on TV, or have experienced with COVID — viruses that are ever-present, contagious, lurking just around the corner, never letting us catch our breath.

Circumstances, and other people, cause us to be busy. But we also feed into the problem by not managing our work well, or by making poor priority choices. Busyness can also be a comfortable mindset that we adopt, almost absolving us from blame when we cannot do everything on our plate. When someone tells me they were too busy to do something, I suspect the reality is they made a choice to focus on other priorities. This is fine if they were informed choices, but sometimes they are not — it's just Busyness doing its sinister work. Some signs of busyness are:

lack of/unclear priorities

a need for perfectionism

lack of alignment

no time to plan

reactive workstyle.

Urgency

Coming up behind on a black horse is Urgency, always impatient, always in a hurry, always causing stress and anxiety as he passes. Much of the urgency and reactivity that derails our day is avoidable, and is the direct cause of someone else's poor planning or, shock horror, our own poor planning. I believe urgency to be one of the most insidious forms of productivity disruption in today's workplace. In fact, I wrote a whole book on this topic because of the disruptive power that urgency holds.

In many organisations, urgency has become the dominant way that work is prioritised. People will say that something is important, but what they usually mean is that it is urgent. And urgency rules the day! Workers are often rewarded for being highly responsive, when, in fact, they are just plain reactive. We need to change the script on urgency, and help our team get back to a more importance-driven way of working.

Some signs that urgency holds too much sway are:

leaving work until the last minute

being driven by email and instant messages

an ‘I need everything now’ culture

firefighting mindset

unclear/uncommunicated deadlines.

Disorganisation

Our own disorganisation, and the disorganisation of the people around us, can cause immense frustration and disruption. We forget things, we lose things, we double book things, we don't deliver as agreed, we have to redo things, we get stressed and delete things … you know the feeling. And, of course, our productivity is impacted when other people do all of the above, even though we may be highly organised. Disorganisation is everywhere, and like famine, incapacitates people and their ability to thrive.

Most people have some organisation system in place, but it is often one that has been cobbled together over a number of years, and it kind of works and it kind of doesn't. Our organisation systems are often fragmented, half-baked and not fit for purpose when it comes to staying organised at the leadership level.

Signs of disorganisation are:

things slip through the cracks

not being responsive to your team/colleagues

missing or being late to meetings

too many ineffective organising tools or lists

losing track of notes and information.

Distraction

And then there is good old Distraction, bumbling up behind on his stubborn pony, constantly disappearing down rabbit holes and getting stuck in useless bushes. Our own distraction has become more and more problematic as computers, handheld devices, emails and social media have become the norm in our workplaces. Our ability to stay focused on what is important is getting harder, and it's problematic when you look at this phenomenon at a team level. We are distracted on a wholesale level!

There is a whole body of research on distractions in the workplace, and much of it points to the fact that our work is suffering as a result of constant interruptions. Some reports suggest it can take up to 20 minutes to recover from an email distraction. What is this doing to the quality of our work, not to mention our wellbeing? (As a sidenote, I am laughing as I write this because my partner, Vera, has just come in to interrupt me, showing me a house that has sold in our area on her phone. The irony!)

Signs of distraction are:

constant interruptions

email alerts not suppressed

procrastination

a need for instant gratification

an inability to deeply focus.

Believe me, Busyness, Urgency, Disorganisation and Distraction are alive and well in your workplace. They are possibly peering over your shoulder right now, ready to compromise your productivity yet again.

If you think about your own personal productivity, which of these disrupters is the biggest handbrake for your productivity? If you consider your team, which is most problematic for them? Do you see these horsemen riding through the halls of your organisation creating havoc?

I'm all in, but how do we do this?

I have framed this book around you, and the people you work with every day (see figure B). This includes your direct reports, your wider team, your peers, and stakeholders in other teams in the organisation. Productivity is all about people, and if you look at how you organise work through a people-focused lens, you will be more likely to build productive habits, ways of working with others and even more productive cultures. The starting point is to examine your own personal habits, mindsets and behaviours.

So, the first part of the book, Yourself, is all about you and how you work. We will talk about the common issues faced by leaders when managing their personal productivity, and why the systems and strategies that got you to this point of your career will no longer cut it. You need to go ‘next level’ with your personal productivity, and operate with an elite mindset when organising, prioritising and planning. This is not just for your benefit, although you will benefit massively. If you are going to lead productivity successfully in your team, you need to lead by example, so this is an obvious starting place.

Part II, Team interface, will examine how you work with your core team, and how to avoid the productivity friction that may be generated by you, or by them, whenever you interact. Every time you delegate work, have a one-on-one discussion, send an email, collaborate on a project or interrupt with a question, there is a risk that someone's time, energy or focus is going to suffer. But when you learn to work with your team in a way that promotes flow rather than friction, you become a more leveraged leader, enhancing the productivity of those around you. When you coach your team to work and interact with you in the most effective manner, you make life easier for yourself. The productivity partnerships that are created serve to lift the productivity of all involved.

Figure B:Lead Smart framework

In Part III