It Doesn't have to be a Daily Struggle
Doug Strickel
Strickel Leadership Development LLC and author of People are the Plan (Speaker - Development Coach - Team Builder - Business Coach)
For too many, the workday and work weeks continue to be a continual struggle. We are facing the constant push to hit targets, unmotivated people, variables outside your control, and unrealistic expectations from senior leadership. It seems if there is no end to the grind. We feel like there must be a better way to make a living and run a business.
If any of the above resonates with you, let me offer a few primary reasons and some suggestions to not only turn around your business, but to also turn around your life. We spend too much of our lives at work to have miserable experiences. Work is too important to not do it well, but doing it well doesn't have to equate to a bad experience. We can achieve business success and still create desirable workplaces!
Here are five thoughts on this issue to consider:
Suggestion: Senior leaders need to understand the broader concept of business. Business is an infinite game (see Simon Sinek's book). The point of business is to do well enough to keep playing the game. The point is not to hit a metric in one month or beat the competition. Those goals may feel good in the moment, if at all, but that only lasts a moment. Every day can not be the defining moment for the organization. Value your people, take care of your customers, and run your business well to deliver sustainable results. Fewer things, done better consistently, over time, may just be what your organization needs.
Suggestion: Raise your standards not your expectations. Standards are the norms you operate under. It's what you want to be known for and will ultimately form your identity and help you reach potential. Those responsible for setting strategy need to be close to or the same as those responsible for execution. Strategy and execution need to walk hand in hand together! Define your win daily, but realize that all days are not the same. Standards engage people while expectations divide an organization.
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Suggestion: If those responsible could see obstacles as opportunities, things would be so different. Every organization will face adversity. Can you use that adversity as a differentiating factor in your competitive market? If you will see those tough times as opportunities to not only resolve the problem, but to deepen your engagement, elevate development, and grow the organization, you will be stronger because of it. Too many just want to solve the issue as quickly as possible and not only miss an opportunity, but hurt the organization in the process.
Suggestion: Recognize that your best approach to differentiating (long-term) in your market is through your people. Include people in your investment and system decisions, develop solid implementation plans with realistic timelines, and ensure people are benefiting from these additions. Consider investing in people development rather than just buying the latest "fad" that is guaranteed to improve your results! How many of those prior purchases really made an impact? hmm
Suggestion: Goals need to be input focused not outcome based. What needs to be done over the next 90 days by the individual to drive us toward the result we want. Set the goals through joint discussions, meet monthly to discuss progress and resolve shortfalls, and reset every 90 days. Development plans are woven into the 90 day goal focus and merit walks hand in hand with results being achieved. These aren't HR requirements, but key actions to drive sustainable results. Fewer things, done better consistently, over time, may just be what your organization needs!
Just five thoughts on how to change your organization and create a sustainable culture to deliver results and create a culture that engage people, retains people, and attracts people to deliver these results!
Operations Manager at International Paper
6 个月Your leadership is SOOOOO missed!!!!