Strategies and implementation tactics are too often built on a single person’s skill set instead of built on a plan that takes advantage of his or her skills and experiences. While some might call such differentiation “semantics,” it is an important principle that when violated can slow down growth and even derail an organization. Unfortunately I have seen this happen time and time again in business, not-for-profits as well as academia. The bright new  head of  “blank” (fill in a key position: IT, marketing, sales, development) comes in and wants to put his or her mark on your organization, and so, too often, all current plans, ideas  and systems are replaced by the new hire with his “better” ones.  While I understand the need to allow your new hire freedom to do his job in a way he can succeed, I also find the wisdom in protecting the organization from…