Of all the meetings top executives go to in a year, none is more important than the strategy off-site, where the most essential conversations for the future of the business occur. Yet it is the rare management team that can say its strategy off-site truly changed the way the business is run. At best, participants do some vague direction setting and work on team-building skills; at worst, they write off the retreat as a waste of time and resources. It needn’t be like that.
We surveyed approximately 225 managers to identify the extent to which their organizations are vulnerable to the negative effects of Simple Sabotage behaviors (even if they are not undertaken with malicious intent).
About Simple Sabotage:
The Simple Sabotage Field Manual, a classified document issued by the OSS (the CIA’s predecessor) at the height of WWII, detailed acts of sabotage intended to disrupt institutions behind enemy lines. Within its pages were eight methods of sabotage designed to thwart the internal processes of organizations. Inspired by this manual, the recently published book, Simple Sabotage, provides methods for detecting and rooting out these behaviors.