At this time of year it is not unusual to look back at recent history, reflect on what has happened, and then chart a new direction for the future. As a leader in an organization, either in the private or public sector, we need to ask ourselves three simple questions. Are we attempting to seek a competitive advantage with limited resources? Are we experiencing rapid growth? Are we willing to appreciate the importance of investing in the future?
If you are still reading this, then maybe it's time for a little self-examination in terms of the work environment or organizational culture in which you find yourself today. Thirty years of practical experience in the field of employee relations, training and development, human resources, college instruction, and consulting has led me to conclude that asking basic questions is critical in considering a new direction for the future.
Nearly every organization to one degree or another experiences breakdowns in communication, effectively managing change, or promoting teamwork which visibly reduces organizational performance. Here are some reasons why.
Ineffective Communication. How well did our internal and external customers interact? Did we really understand what our customers need? Did we know how to satisfy those needs? When misunderstandings occurred were we able to find solutions through collaboration?
Uncontrolled Change. Are we caught in a whirl wind of change? How well do we, our peers, and others respond to conflict or worse yet anger in others? How do we recognize and deal with someone challenging our values, integrity, or trust? How can we shift the focus to achieve positive results and resolve conflict? As mentors how do we understand the work needs of those assigned to us? How well did we identify mutual expectations, clarify responsibilities, and use a win-win philosophy in a realistic action plan?
Lack of Teamwork. How well do we as leaders and employees understand the impact of what we do in the organization each day? Do they focus on complimentary skills more than individual differences? Are we committed to common purpose? Do we really work together to achieve specific performance goals? Do we trust each other enough to hold each other mutually accountable for what we do? Do we have a visible and real commitment to the vision, mission, and goals of the organization? Are we willing to consider, understand, and use different levels of empowerment to increase responsibility, decision making, and trust of team members?
These are legitimate questions to ask when charting a new direction. The underlying premise is that deep down we know that specific deliberate steps can and should be taken by the leadership to design, promote, and maintain a work environment conducive to a high performance work culture. Are you willing to maximize your skills, or the skills of those who report to you to gain a competitive advantage, harness the power of rapid growth, and invest in the future?
