Lead by Example

Leadership into Recovery 2012: Shaping Business Transformation

Let’s be clear you cannot have too much focused Leadership when faced with riding into a Recovery.  Generally speaking the average business does not have enough focused Leadership.  It may have leadership at the top but its not naturally dispersed down and across the business. I don’t believe you can have too much Leadership at any level.

I have yet to hear of any business going belly up because of a clearly articulated Leadership strategy for new business equipping managers with superior change management skills.  What’s more, if one can build a powerful team of focused, challenging and inspiring leaders who take thoughtful action and empower others to do likewise, you can only succeed.

Instead, too many businesses are driven by indecisive, risk-averse managers who are fearful of moving out of their technical comfort zone and leading the process of change  It probably is not their fault because that’s the business culture that has predominated in the UK for too long.  They may be frozen by a lack of ambition and action and seeing beyond their functional responsibilities. Out of these two examples above in which business culture would you prefer to reside?

The Time for Change is Now

If there was ever a time when strong Leadership was required, it is now as we move into the unpredictable economic cycles of 2012 and beyond.  With difficult times forecast for the economy, business people are wondering what change initiatives will tangibly strengthen their enterprise by driving new customers and business to them.  Without a ‘sale’ and without ‘paying customers’ there is no business at all.

The Leadership Solution

This is what will drive many businesses to the wall.    So is there a solution to those businesses which are currently at risk?  Yes!  The solution is not to wait to see what others do, but to take decisive action after reflection and analysis of current opportunities.  The immediate problem for many is how do we get through the next five quarters to 2013  and come out with a stronger, leaner, more competitive culture that is playing to organisational strengths and core competencies.

“The ultimate measure of a man is not where he stands in moments of comfort and convenience, but where he stands at times of challenge and controversy.”   

Martin Luther King

Not Taking Action is Not an Option

You cannot, not take action. Your inactions have huge ramifications for loss, your future and your business survival. The very act of being indecisive is a reflection of pessimism and a preference to follow the herd mentality of ‘wait and see’. 

Indecisiveness and inaction sends the wrong message to staff and customers.  Alternatively, channelling and focusing your energies to find and implement a better way to lead and inspire others is a magnet that gives others confidence.

Imagine You Can Turn Your Fortunes Around

Just suppose you could turn around the fortunes of your business?  For a moment just frame this thought. What one element of your business is going to make the difference?  What commitment if made today could really impact your business for the better in the short and the longer?  What one aspect of behaviour, when instilled in others, could make the difference between survival or joining the business failures of 2013 and beyond?

Leadership Starts with the end in Mind

What is going to make a difference to your business?  Is a luck or is it shaping your future the way you want it?  If you are waiting for luck, you will be waiting a long time as the pessimists gather together to shelter from reality.  If you are bright and positive you will know that in difficult times resilient people shape their own future and survival.

Move from Managing Business to Creating a Legacy of Leadership

Leadership and the transformation of business will achieve a performance culture at all levels.   Furthermore, when designed and managed into the culture through core behaviours, has the impact on the organisation to be continually self renewing.  It should come as no surprise that to do this requires a shift in strategic mindset from running a business, to creating a legacy of Leadership that will continue long after the architect of that change has moved on.

There is no finer accolade that can be bestowed on any manager or business leader than to have created and sustained an organisation that can weather difficult economic recessionary times – no matter how harsh, fierce or intense.

Creating a Legacy in Requires Vision, Energy & Action

Change in Leadership behaviour takes you as long as you want it to take.  Legacies can be created quickly if you have a vision of what you want, the energy, personal stamina and resilience to see it implemented and the uncanny ability to taking action until you get the results you desire.

Some Help in Changing the Leadership Mindset

You cannot do it alone.  You need assistance in diagnosing where you are currently, assessing what you want to move towards and the gap that separates ‘current reality’ from the ‘desired future’.  You need to partner with an expert in ‘organisational change’ to ensure it is implemented speedily.  By doing so, you can guarantee that results will flow from your actions.

Two Drivers that Shape a Leadership Culture

The two most important factors in shaping any business culture are both derived from the behaviour demonstrated by those who lead and control the business.

The first driver is ‘to what Leaders pay most attention’. If you as Leader invest in your people and ensure, deliberate and precise action to acquire new customers, and provide exceptional service excellence to existing customers, that’s what your people will receive. That’s the beacon to emulate your behaviour.

However, if you fail to develop your people and instead spend too much time on the ‘little things’ to the detriment of employee, customer relations and corporate performance that’s what will be clear to everybody. It signals what is important – and that which is not.

The second driver is ‘how leaders respond to critical organisational incidents’. If there is a major loss or threat to your business – how you as Leader respond will strongly signal what constitutes a priority. Leaders and senior staff still don’t know that people are ‘boss watchers’.  Leaders often fail to recognise that ‘grapevine comments’ are generated, circulate and grow because of what others interpret from their behaviour and actions.

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