When there’s an organizational problem our tendency is to add: more programs, more initiatives, more meetings, more processes. However, each addition is an extra weight that people have to carry.

Leadership isn’t always about knowing what to add. It’s discerning what to remove. And that discernment leads to better decisions, greater clarity, and increased resilience.

This session weaves together personal story and the idea of the transformative power of strategic subtraction, along with a practical framework (The CUT Method) for addressing leadership and organizational overload.

Key Takeaways:

1. Recognize the cost of organizational overload.
2. Apply a leadership framework for identifying what is essential and eliminating excess.
3. Use a practical audit tool to identify opportunities for strategic subtraction in their organization.