Top tips for avoiding stagnation
In most contexts, leaving a problem unattended is a risky strategy.
It can sometimes be tempting to brush issues under the carpet, particularly during busy periods. However, it is often the case that these suboptimal aspects are symptomatic of the situation and require dedicated action to resolve.
From being unaware of the problem, you may move towards ignoring it, as if it hasn’t quite reached your attention. This will lead to a period of inertia, where you are considering what fixing it will involve and whether you either have time, money or effort to invest. Although it’s almost always better to ‘nip it in the bud’ early on, it’s not too late to act.
The following stage, stagnation, is where the real damage can be done. This is where the issue you face begins to take real hold and significantly inhibit your progress.
This is how to avoid this difficult scenario…
A limiting mindset – Superhero syndrome
During the early stages of your business’s growth it’s likely that you had to assume much of the responsibility and be the main problem solver. This will have been an integral stage taking you to where you are today. You were the superhero and that was your origin story.
As your organisation grows over the years, adding further processes and more people, this role will have to change. It can be addictive to be the ‘go-to guy.’ This is no criticism. It’s natural that people enjoy the respect this brings and the chance to find new solutions, but by accepting sole accountability, you are preventing others from getting involved.
Where once you could deal with every situation by employing your personal values, practices and preferences, it should become more of a team effort. Nobody likes a ‘control freak’ and sharing the load will both free up your time for more strategic activities and encourage your colleagues’ development.
A missing element – Acknowledging inadequacy
Beyond altering your attitude to problem solving, you must engender this in your staff.
Most people will relish the opportunity to take action and hopefully you would have noted this positive mentality when you hired them. Therefore, the change that needs to take place is cultural. It’s common that people are either too polite, or too fearful of reproach to point out failures. The campaign against negativity is real and valid, but turning a blind eye or keeping quiet can let little complications turn into significant drawbacks.
Don’t let this happen.
Establish reporting systems that encourage truthful feedback. It’s probable that the people on the ground, who are involved with their specific process day-in-day-out, can best identify if their activity is working optimally. Regularly ask your technicians what improvements they would make; it’s up to you whether your take their recommendations or not.
A different perspective – Evolution
Evolve the roles of people involved in them. The lesson here is to keep things fresh, otherwise you risk letting your systems and professional relationships stagnate. It stands to reason that by refreshing your leadership structures you are bringing in new ideas and preventing the status quo from taking over.
Assess how your place in the company could alter and consequently, what affect this will have those around you.
You: Assume a role where you’re serving your business, taking action when necessary, but generally overseeing operations. A practical way to begin this is by speaking last and least, so you have the opportunity to think about others’ perspectives before you input yourself.
Them: By putting greater trust in your colleagues and letting them participate in increasingly diverse and complex processes, they will rise to the challenge. Even if errors do occur, see this as a lesson well learned on the way to having a more mature, autonomous company.
A fundamental part of my coaching is getting my clients to be proactive, rather than reactive. In line with this, identify the problems you face, consider your options carefully and pick the best solution.
Don’t be tempted to look the other way.