Why do Some Succeed and Others Struggle

Have you ever wondered why some organizations succeed and others seem to struggle? Why do some athletic teams find success and others struggle year after year? Why do some nonprofits find success and others struggle to exist and have impact?

It's a perplexing question. Organizations have similar equipment, have access to the same hiring pool of people, operate in the same market, and yet some find success and others don't. Similarly, athletic teams in the same conference with similar funding levels, have access to the same recruits, practice the same number of days, play similar schedules, and yet some find success and others don't.

Whether we are talking the business world, athletics, service organizations, or even governmental entities, we see some succeeding and others struggling in similar environments, with access to the same resources, and access to the same customer base or support systems. So what is the answer? Why do some find success and others don't?

I have identified five keys that successful organizations and teams seem to have that makes that difference. These keys provide sustainable, long-term success as well as help navigate through challenging times. These keys may be addressed differently within the various organizations, but they are all present. The terminology may be different, but the concepts are in place.

Number 1: Leadership

Jim Collins, in his book Good to Great, refers to this type leadership as a level 5 leader. I am referring to authentic leadership, not just having someone in the position of CEO, manager, director, or head coach. This leader is confident in ability but humble in approach. This leader excels in communication yet listens to others. This leader understands the importance of an executable strategy, but also values an engaging culture.

An authentic leader that unites people rather than divides, builds a team environment where others settle for the majority, and connects with those internal and external to the operation, are the ones that create successful organizations. This type leader is not seeking to be in-charge, but rather care for those in their charge. This leader is not seeking the spotlight or the perks of the position, but rather has a drive to create a system/environment that makes everyone better.

The focus of this leader is outward not inward. As previously noted, this leader connects with team members, customer/supporters, and values those connections as key relationships. This type leader is firm in their convictions, but flexible in their approach. This leader is clear on vision/purpose, but flexible on the model to pursue them. While this leader is committed to developing others, they are lifelong learners themselves.

If you were to meet this individual, you would not automatically think of them as being in-charge; however, after spending five minutes with them you would want to follow them. You come away from the interaction seeing humility, conviction, vision, determination, passion, awareness, and a genuine love for their process and their people!

Number 2: Purpose

The organization has a clear purpose that unites the team members. The organization realizes that a team culture is preferable over a group of talented individuals and that team is formed when people unite over purpose/goal. The purpose drives internal accountability, provides meaning for task completion, and elevates passion for execution.

Organizations that clearly communicate not just what they do, but also why they do it connect with people both internal to the organization as well as external. Understanding "why" provides the foundation for existence regardless of market conditions, provides a reason for people to sacrifice for personally, and elicits a connection point to sustain an organization during adverse times.

Those organizations that can go beyond just a financial focus and identify a "who" based purpose will create an environment that truly connects with people and established the foundation for an engaging work environment. Purpose provides a reason when nothing else is going right!

Number 3: Key Drivers

Organizations that narrow the focus and clearly identify 2-3 key drivers to success will more often experience long-term favorable results. Furthermore, when organizations take the next step and organize their entire structure around those key drivers will drive down unnecessary cost, eliminate distractive divisions, and create a relentless focus on what really drives success.

While other "things" may be necessary for compliance or appear valuable on the surface, organizations that will have the tough discussions, engage in asking the hard questions, and brutally face the hard facts will organize around the key drivers, meet the minimum requirements of the non-key compliance items, and have the discipline to walk away from the other seemingly "good" things that aren't key drivers.

Organizing around the key drivers and clearly defining the win for the organization provides a daily, if not real time, focus on actions that will drive desired results. When organizations identify goals that are input focused to drive these key drivers, they will ensure time, money, and people are doing things to make a difference. Priorities are easy to establish with a foundation of purpose and key drivers identified to drive success.

Number 4: Ownership

Now, I am not referring to the stockholders or owners of the organization. I am referring to transforming the workforce from a renter mentality to an ownership culture. In my book, People are the Plan, I talk not only about the value to creating an ownership culture, but also map out a plan to make that happen.

An ownership culture moves a workforce from lacking accountability to mutual accountability, from self focus to genuine care for others, from a victim mentality to solving problems, and from completing tasks to fulfilling a purpose. An ownership culture empowers, engages, and equips others to make a difference every day.

A culture of ownership is key to lift up the workforce, create an authentic team, and elevate performance throughout the organization. People are valued for who they are, what they think, and not just what task they do. The pride in work, attention to detail, and discretionary effort are differentiating factors in the market. This environment attracts people, retains people, and engages people to deliver results.

Number 5: Connect to the Market

Organizations that truly value understanding the key aspects of their market and connecting to the market will be better positioned to generate sustainable success. A solid understanding includes a thorough understanding of all the opportunities in the market, a segmented approach to these opportunities in meaningful groupings to evaluate, an understanding of competitors in the market with their strengths and weaknesses, and an honest assessment of where our organization is equipped to succeed.

Far too many organizations just jump into business without a thorough understanding of the market. They don't want to invest the time and effort to thoroughly understand, and they don't put a system in place to maintain that understanding. Organizations that will put the time and effort into gaining this understanding will then be able to connect more effectively. They will be able to connect with market needs, values, and will be able to generate more favorable results through a better understanding.

Any time organizations truly connect with their market, they not only position to gain market share, but connect to solidify relationships and increase margin levels. They achieve through providing value where offerings are valued! Connection is more important than selling. Far too many are just in the market trying to sell. I would always suggest connecting before selling. It makes a difference!

So why do some- in the same market - with access to the same resources - with the same product/service - succeed and some struggle? I would suggest taking a look at those five items above. The most intriguing factor is that those five items don't require massive capital investment, don't require innovative technological advancement, nor require expensive third party consultants.

In fact, any organization can work toward those five keys and start that work today!