When your organisation is in trouble, how should you act to ensure that positive change comes about? Simple – follow the six principles
4Ps Business & Marketing, in a strategic alliance with the new york times service, presents a column by howard Schultz, Chairman, President and CEO of Starbucks corporation
None of us have it easy these days. The rickety global economy, shifting geopolitical landscape and fast-paced changes in consumer behaviour and technology continue to test leaders in businesses and governments around the world.
Whether you’re a boardroom executive or the manager of a small staff, an entrepreneur or a politician, the challenges we all face as decision-makers are far more complicated than beating last quarter’s performance or being first to market. Today’s issues are matters of long-term survival, requiring significant changes to how private and public organisations operate.
Our respective challenges are similar in magnitude but definitely not in nuance, which means there is no single path to follow. But I believe there are principles that can help any leader navigate through tough times and not just survive, but thrive.
1. PURSUE PRIORITIES WITH LASERLIKE FOCUS
No one organisation or leader can be all things to all people – especially in times of crisis. Don’t even try. Multiple problems are almost impossible to solve simultaneously. Get ready to make tough choices by first identifying and then sequencing the things that are most critical to the organisation’s ongoing success. Next, commit to them in words and behaviour. Speak and write about the priorities every day to everyone. Develop tangible actions to bring each priority to fruition.
One, two or three goals pursued with intense focus will have more power than a dozen random ideas launched to see which might stick.
2. CREATE AN “AGENDA” THAT EVERYONE CAN UNDERSTAND AND ACT ON.
Widespread change requires widespread understanding of what needs to get done. Hundreds, if not thousands, of people must support leaders’ priorities with each decision they make. To do so, people need an easy map – a vision that says in plain language, “This is what we are going to do, and this is how we’re going to do it.” Forget the elaborate PowerPoint presentations and aim for a short document that forces leaders to articulate their priorities with precision. This “agenda” should fit on a single piece of paper that can be hung above a desk or carried around. It should be short enough to be viewed in a single screen shot on a phone or computer. The more accessible the plan, the easier it is for others to get behind and follow it.
3. MANAGE WITH EMOTION
In times of uncertainty, people get scared. They are hungry for leadership and desperately want to trust that the people they look to – a manager, a CEO, an elected official – understand their fears and will use sound judgment to find answers to serious problems.
Put yourself in the shoes of customers, employees, citizens or constituents to sincerely empathise with their situations and get the perspective needed to find realistic solutions. Then stand in front of people and talk truthfully about what you see, hear and hope to achieve. Restoring trust requires a personal touch.
4Ps Business & Marketing, in a strategic alliance with the new york times service, presents a column by howard Schultz, Chairman, President and CEO of Starbucks corporation
None of us have it easy these days. The rickety global economy, shifting geopolitical landscape and fast-paced changes in consumer behaviour and technology continue to test leaders in businesses and governments around the world.
Whether you’re a boardroom executive or the manager of a small staff, an entrepreneur or a politician, the challenges we all face as decision-makers are far more complicated than beating last quarter’s performance or being first to market. Today’s issues are matters of long-term survival, requiring significant changes to how private and public organisations operate.
Our respective challenges are similar in magnitude but definitely not in nuance, which means there is no single path to follow. But I believe there are principles that can help any leader navigate through tough times and not just survive, but thrive.
1. PURSUE PRIORITIES WITH LASERLIKE FOCUS
No one organisation or leader can be all things to all people – especially in times of crisis. Don’t even try. Multiple problems are almost impossible to solve simultaneously. Get ready to make tough choices by first identifying and then sequencing the things that are most critical to the organisation’s ongoing success. Next, commit to them in words and behaviour. Speak and write about the priorities every day to everyone. Develop tangible actions to bring each priority to fruition.
One, two or three goals pursued with intense focus will have more power than a dozen random ideas launched to see which might stick.
2. CREATE AN “AGENDA” THAT EVERYONE CAN UNDERSTAND AND ACT ON.
Widespread change requires widespread understanding of what needs to get done. Hundreds, if not thousands, of people must support leaders’ priorities with each decision they make. To do so, people need an easy map – a vision that says in plain language, “This is what we are going to do, and this is how we’re going to do it.” Forget the elaborate PowerPoint presentations and aim for a short document that forces leaders to articulate their priorities with precision. This “agenda” should fit on a single piece of paper that can be hung above a desk or carried around. It should be short enough to be viewed in a single screen shot on a phone or computer. The more accessible the plan, the easier it is for others to get behind and follow it.
3. MANAGE WITH EMOTION
In times of uncertainty, people get scared. They are hungry for leadership and desperately want to trust that the people they look to – a manager, a CEO, an elected official – understand their fears and will use sound judgment to find answers to serious problems.
Put yourself in the shoes of customers, employees, citizens or constituents to sincerely empathise with their situations and get the perspective needed to find realistic solutions. Then stand in front of people and talk truthfully about what you see, hear and hope to achieve. Restoring trust requires a personal touch.
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Source : IIPM Editorial, 2011.
An Initiative of IIPM, Malay Chaudhuri and Arindam chaudhuri (Renowned Management Guru and Economist).
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