“EPC – While working on a roof certainly creates a fall exposure, our team took every precaution to ensure the safety of all workers and are in compliance with residential construction regulations.”

It wasn’t actually the men on the roof i was referring to that looked dangerous, it was the flimsy piece of 3×2 holding the weight of the men on the roof, but I have no doubt that it is probably sufficient enough as long as they didn’t move any further forward.

Regards
EPC

Thanks for contributing. You bring up another important point. Specifics are essential to goals and initiatives. Without specifics, goals and initiatives have little value.

Objectives are generally broad in nature, but this does not alleviate the need to ensure the objective is well defined and understood. For example, an objective might be “to provide a workplace that is ranked as one of the top 100 places to work.” This is specific, but also broad in implications. Because objectives are generally broad, it is important to communicate objectives many times and in a number of different ways so that everyone grasps what the objective means and when it will be accomplished. Goals and initiatives are one way to help provide shape and “specifics” to an objective. Leaders may leave “how it will be accomplished” up to the team, but can not leave the what nor the desired result to the imagination.

Mike

You make a good point and thank you for contributing to the discussion. Processes should be in place to regularly report on the progress of initiatives and provide for the examination of initiatives, goals, and objectives. In addition to processes, individuals must feel it is safe to openly challenge the legitimacy, value, and efficacy of strategy. The honest ugly “truth” may be painful, but it is central to keeping strategy relevant. In these highly dynamic and challenging times, strategy, as you say Jerry, must be a living system.

Mike