Creating Urgency to Sustain Success

Growth is contagious inside an organization. It generates so much excitement, energy and forward momentum. However, achieving growth creates a unique set of challenges that often aren’t discussed. Most growth companies, at some point, experience a shift that can lead to a slowdown. 

In his book, The Founder’s Mentality, author Chris Zook identifies a number of reasons for this outcome. What’s interesting is that they are all 100 percent internal, 100 percent predictable, and, therefore, 100 percent controllable. So, why does it still occur? 

In my view, in growth companies, the perception of time can create a lack of urgency within an organization. It’s the sense that teams can work without specific timelines to develop an idea or move from pilot to launch. It’s what can lead to unclear priorities and a lack of focus.

Creating urgency is usually linked to an immediate and pending risk. Personal and organizational survival instincts kick in, but so do heightened stress and burnout. Urgency is a reaction to the events that pose a risk. It can be effective to drive change, and, as we know, often the challenge becomes more difficult.

The question for leaders becomes: how do you create urgency in the absence of a crisis?

My advice is to conduct a “zero growth scenario” exercise at least once a year. This involves creating the space for you and your executive team to have a total reset. Imagine that your growth has reduced to zero. Visualize the behaviors that you and your leaders would demonstrate. Determine what you need to be successful. Ask and answer these questions: How would you and your teams behave differently? What would you say “yes” to, and, importantly, what would you say “no” to? 

To conduct your own simulation like this, here are three steps that can help you get started:

(1)  Create clarity on what’s truly important. Assume you are doing too much, because you are. That’s a result of success. Are you focused on what really matters? Do you have the tools necessary to stimulate growth, and is this work itself prioritized enough? Did your list of what you need at zero growth align with how your team is working and where you are focused? If not, why?

(2)  Evaluate how you’re leading your teams. Determine how egos (including your own) are getting in the way and be honest with your leadership team. Listen to the feedback you’re receiving from your employees in surveys and informal conversations. What other approaches could unlock the next level of creativity and urgency? Give license to test and learn, and don’t be afraid of some failures.

(3)  Hold people accountable and set clear “by when’s.”  Look at yourself and how perception of time has influenced your own actions, and the signals that sends. Determine how you can personally course correct to effectively lead by example. 

Two other bits of advice as I wrap up. First, I’m not suggesting that you stop innovating or exploring Whitespace opportunities. That’s been part of your success and should continue. Second, take a deep breadth before you start. Remember, it’s critical for a leader to maintain balance within an organization, to inspire people, and help them stay focused on what really matters. 

Done well, this simulation can help create focus and clarity within the organization. It can lead to doing less, and doing it smarter. Your organization has thrived because of its power and the strength of your people, and that holds the tools needed to truly create sustained success.