he job of a good manager is to keep everyone focused and driving toward the business plan. To do that you’ve got to cut off naysayers and what-if thinking, but be sure to listen to such comments in private to be sure you haven’t overlooked a plan flaw.
Set short-term goals so participants can quickly see accomplishments; give foot-draggers even shorter-term goals to perk up their enthusiasm. Monitor progress continuously and act quickly to resolve problems.
When you’ve reached the goal, acknowledge it publicly with a celebration so staff will know it’s appreciated.