“The end of the year is approaching and the urgency factor is taking on a relevant importance in the managers and bosses of the vast majority of companies. Now they are pressing employees to give the extra in order to achieve a decent year end ”. The question here is: And what did you do throughout the year not to see yourself in this situation?
"Today more than ever the factor" anticipation "occupies a privileged place in the actions of the leaders of our business, because doing things quickly and before closing the cycle, only guarantees the demotivation of our employees" They are times of Difficulty and complexity, I understand that, but they are also times to reflect on how we are going to close the year that passes.
The vast majority of companies are involved in making the anticipated balance of the year and projecting, according to their statistical data, the two most important things for shareholders:
- How it will financially close the cycle that is about to end in a couple of more months. How to project the company's performance the following year based on what was done this year and the future projection of the country's economic activity.
They are closed meetings and meetings, difficult discussions in some cases to find the cause of not having reached the business plans, even the great opportunity for some to justify their poor performance under the fashionable pretext: Tax reform.
There are few companies that I have been to, that do not complain or seek pretexts, have managed to get ahead of complexity and have dodged with leadership, they have dedicated themselves to being better than to being smart, and believe it or not, this is more difficult than you might suppose.
During the year, you may have spent time rearranging your structure, others spent time repeating the things they have always done, and still others dropped their arms hoping the situation would change. And do you know which reader friend? These were the largest number of companies. Again they tied themselves to the processes that have led them to success in the past and did not allow change to happen within their business.
Today the three pillars on which good results are based have nothing to do with technical tools or administration and control processes. It is changes in the way of seeing and doing things that ensure success in business:
1. Focus on the consumer: the coconut of our business, because we turn more to our costs and profitability than to serve you like nobody else.
2. Innovation: Keep changing not only by being smart but also being better in the result with our clients.
3. Perseverance: Keep changing all the time to make things better for the client.
"There are still entrepreneurs who are thinking about preparing their people because they are sure that this path will lead them to a better destination." Shall I tell you something? It will be on another better occasion, because the year is gone!
If you have privileged the thought process over action, let me tell you that you have been wrong. He has wasted time analyzing financial reconversion, operating processes, and its structure, but he has forgotten to act in front of who is due.
The client. I will say something strong: Who do you think you are, to think that the only one who has good ideas and is prepared to run the business is you? Don't you realize that you are surrounded by many brains that you don't use? Don't you think that these people are unmotivated because they don't put their potential into action?
How do you justify your hiring? I continue to see companies with long selection models, to some extent tired in order to find the best elements for their organization on the market, but once they find them, they literally miss out on the capabilities and talents they bring because you don't allow change The status quo of your business, that is, it does not allow changes to start at the speed that the market and its customers demand because it appears to be a mess for you and your company.
Again, ask yourself for a moment: How confident are your people with you and your business? How much do you love your final product and feel proud of it? How many proposals do you have from your employees to improve product quality and customer service?
Is there an iron culture to satisfy your customers like no other, to be more agile than anyone when it comes to excellence in execution and to keep changing in the midst of uncertainty? These questions are sure to shake your head and make you think again that good takes time!
Most companies are so immersed in the short term that like all of them they are causing fantastic congestion in the market, managing to offer the same as all at more or less similar prices and with very similar quality processes. The result? The same as everyone else. Few companies think about the long term because they do not want to invest in the development of a culture of permanent efficiency, but rather of actions with media effects.
Thus, they are concerned with providing negotiation tools rather than strengthening a service culture that supports the actions we take in front of the client and differentiates us from our competitors. It is time to open up, not to be hermetically closed to new forms and models of action.
Take time to observe what other companies do, not to copy models but to get inspired to do something different, something unique for your customers, something that truly sets you apart from others and gives you an opportunity to get ahead of them. You need to make a commitment strategy that accompanies your Planning process, since your calculations based on historical data will fail if you do not have the enthusiasm of the employees to achieve your vision.
It requires having your people with you and for this you need to get together or dedicate time of your management to the formation of leaders who help you to carry out this mission, because without strong, solid and competent leaderships, you will not get very far in your projects. Who do you think you are to think that the only one who has good ideas in your business is you?
What is the point of bringing talented people to the company if they are not going to be allowed to take action? “It is not about putting pressure on results, it is about doing better leadership management to achieve a high level of individual and team commitment to ensure the results you never even imagined!
Leadership and teamwork
You must spend time so that all the people around you also learn to maintain a foolproof attitude and emotional strength, to have high expectations of what can be done as a team if they are allowed to unite between all the departments.
It requires leaders who privilege work as a source of results, it is not the time for the exercise of thinking to fall exclusively on the Management of the Company, it is time to give the opportunity to ALL the brains within their reach to contribute to their decisions It is time to empower others to add their contributions to the overall results of the business.
Trust your people, but know this, they will give what their leaders give. The results of the people, as I have always said, represent the top of the leadership of those who lead them, so now they know where to act. Here are some recommendations:
- Keep your leadership corps in constant training and formation. The results of the operation depend on your management. Keep recruiting good talent, but give it the opportunity to test it, otherwise individual commitment will decline and you depend on it to achieve a high level of performance. Invest and reward innovation: Each person who contributes an idea needs recognition so that it can maintain a high level of performance and replicate success stories. Do not try to innovate in the company, if you do not invest in the innovation of those who run it. The change arises in oneself and innovating in our person means opening ourselves to the new, abandoning paradigms focusing on doing the right thing. Discipline: Be consistent. Once you embrace change as part of your life,do not abandon the idea or the actions related to it, because this will give you a competitive advantage.
Today, it is not about formulating a Career Plan for people, because the world is no longer predictable, it is only about preparing them and always preparing them to exercise leadership at a higher level permanently. As always, we are at your service to help you in this process of training high-performance leaders.
Final reflection
"When you put pressure on employees to achieve results, you're indirectly putting pressure on customers to make the decision to quit, because product quality and service can't be good when you kick team members."
