By Doug Dickerson via Leader's Beacon
If you’re going through hell, keep going. – Winston Churchill
A story is told of a group of friends who went deer hunting and paired off in twos for the day. That night one of the hunters returned alone, staggering under the weight of an eight-point buck.
“Where’s Harry?” he was asked. “Harry had a stroke of some kind. He’s a couple miles back up the trail,” In disbelief the others replied, “You left Harry laying there and carried back the deer?” “Well,” said the hunter, “I figured no one was going to steal Harry.”
That humorous story sets up a not so funny real life scenario involving the state of mind of many of corporate leaders in today’s workplace. Writing in Forbes (http://onforb.es/122XxYT), Susan Adams opined about a recent Booz &Co. survey that revealed that “many corporate leaders are not able to keep their priorities straight. They are also pursuing strategies they don’t believe in, and many of their strategies fail to build on the things their companies are especially good at, compared with competitors. It’s like everything that can go wrong already has gone wrong for them.”
More than 3,500 managers from around the world took part on the Booz survey. Here is a sampling of the results:
· A majority, 64%, said their biggest frustration was having too many conflicting priorities.
· 54% said they don’t believe that both employees and customers understand their strategy.
· Only 33% said they thought the company’s “core capabilities” support their company’s strategy.
· Just 21% said all their businesses “leverage their core capabilities.’
· Only 20% said they think their company has a “right to win” in all markets where it competes.
From these findings we get an idea as to why so many corporate leaders feel the way they do and the need for strong leadership to correct it. The issues are complex and the solutions are varied. If you feel like you are in over your head then here are three solutions worth considering.
Organizational values should be shared not sacrificed. At the heart of your business is a set of values that define who you are, the product you deliver, the customers you serve, and how your will conduct your affairs. It’s the creed of your business that transcends ‘what’ you do and answers the question of ‘why’.
Until everyone is on the same page as it relates to your values you will never carry out your priorities. If managers and leaders are feeling the tension of competing priorities then it’s time revisit your values in order to get to the root of the problem. Values are the glue that binds you together and without them you will always have tension.
Organizational priorities should complement not be in conflict. Not even the best corporate leaders will be able to execute their plans successfully if the company’s priorities are not in harmony with its values and embraced by everyone. When competing agenda’s and ego’s interfere with what’s best of the company then there will be problems.
Everyone has priorities as it relates to individual performance. That being said, those priorities should not run contrary to the overall values and priorities of the organization. They should complement it. If you don’t fully embrace your core values then you will never fully execute your priorities. Why? Priorities flow out of values.
Organizational communication should give clarity not lend to confusion. The lifeblood of your organization is clear communication –on all levels. Many of the concerns expressed by the survey respondents can be traced back, and in part attributed to, poor communication. If the lines of communication are not open and clear it makes keeping priorities straight much more difficult.
Tony Robbins said, “To effectively communicate, we must realize that we are all different in the way we perceive the world and use this understanding as a guide to our communication with others.” This is a great point to consider going forward. Wise leaders will make every effort possible to communicate core values clearly so that they are known and embraced internally, and as a result known and appreciated by your customers.
The challenges of corporate leadership are as complex as they’ve ever been. But in the search for solutions we must not be our own worst enemy by engaging in approaches that are self-defeating. Values should be clear. Priorities should be mutual. Communication must be clear.
What do you say?
© 2013 Doug Dickerson
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