Are your people overloaded with initiatives? If leaders don’t have a clear objective for every project or struggle to kill pet projects that no longer support the big picture strategy, the answer to that question is most likely “yes.” Rose Hollister and Michael D. Watkins make the case for this argument and say it’s all too common in this Harvard Business Review article. They explore the seven most common root causes of initiative overload and offer an assessment that leaders can use to determine whether their own organizations are exhibiting any red flags. They even outline the go-to “fixes” companies use that only make the problems worse – for instance, making across-the-board cuts. Download this article to learn whether initiative overload is affecting your organization, and get Hollister and Watkins’ step-by-step process to deal with the problem.