Would you accept things as they are?
If a situation is acceptable, keeping things as they are is always a temptation.
Change can be both an exciting and daunting prospect, as it brings forth something as yet unexperienced. For this reason many people are willing to keep-on-keeping-on, rather than introduce an extra element of uncertainty. However, I would suggest that the most successful people, particularly in business, are those willing to find a different way.
Not every change you make has to be a risk. Do your research and plan accordingly and you can open a whole range of new opportunities.
A limiting mindset – Comfort zone
It’s a subconscious urge to remain within our comfort zones, repeating the same patterns and watching the same outcomes as they roll in. When you first started out in business, you might have craved this consistency, but in truth it’s questioning the status quo that stimulates proper progress. You will have navigated uncertain times to get where you are today and like it or not, you will have to navigate them again if you want to reach the next level.
High performing companies are constantly interrogating their ways of operating. ‘Are our processes efficient enough? Are each of our stakeholder groups sufficiently satisfied? How could we extract more profit by expanding in new directions?’
They’re not willing to accept the status quo and therefore, they are always one step ahead of their competition. Revising everything, all at once is impossible, but you should always have an eye on improvement.
A missing element – Evolving leadership
Whilst it might seem easier to look outwards and change the business around you, to develop your organisation most productively, it might require an alteration in your leadership.
I understand that as an integral part of your company, you are totally dedicated to its achievements. This is admirable, but what can be difficult, is when a business has grown beyond its leader’s style, where continuing to lead as before can restrict further success. As well as this, it’s personally exhausting to be involved in so many diverse aspects.
A mantra I frequently share with my clients is:
‘Work on your business, not in it.’
By this I mean don’t get tied into the nitty-gritty of daily work, so that your contribution is always needed. Step back and view your organisation more strategically. Having this broader perspective, in addition to more available time (hopefully), will mean you can make clearer, more considered decisions that will ultimately increase the benefits of your input.
A different perspective – Aim for autonomy
When your company cannot function without your input, it’s too dependent. I encourage leaders to aim for organisational autonomy, where their business could run effectively without them.
‘But I still have an important part to play in running my business,’ I hear you say.
This is true. Although my advice above sounds drastic, tuning your company like perfect clockwork, so it could, if necessary, run without you, will mean it is proficient and agile enough to truly thrive. To attain this, consider the following actions:
1. Onboard specialists – Employ/promote people who can replicate, if not improve upon your contributions, so you can delegate more confidently.
2. Operational distance – Ensure you are an overseer, rather than a key player in the day-to-day operational processes, so you are empowering your employees.
3. Decision-making – Dedicate specific time to assessing where your company is now and where you want to take it for a more cohesive plan moving forward.
If you are truly committed to improving your business, I would encourage giving the actions above some real thought. Enacting them doesn’t mean you completely reduce your role; it just gives you more scope to direct effectively and spend time doing the things at work you really enjoy.
If you are happy where you are I commend that, but if you are ambitious to achieve more you must remember this:
Don’t accept the status quo.