Do You Need A Corporate Reality Chcek?
In an age of accelerating change, it is critical that today's organizations get and stay in touch with the reality of the marketplace and especially within their own companies.
It is so easy, when bombarded with constant outside and inside pressures, to put important policy modifications, strategic plans and corporate agendas on the back burner while giving your full attention to putting out daily fires.
Many of these daily crises are the natural result of a lack of attention to these very critical activities.
There is always time to fix something, but never enough time to do it right the first time.
There is always money to fix something but never enough to do it right the first time.
I encourage you to take stock of the current perceptions, attitudes, philosophies, and a whole host of related issues within the culture of your organization both bottom-up and top-down, as well as your customers and prospects.
For years, thousands of organizations, both large and small, have muddled through day after day with the curse of crisis management.
Many of these seem to survive and a few succeed in spite of themselves.
Day after day, they shoot themselves in the foot, bandage it up and then shoot the other foot tomorrow.
They are like a train out of control, speeding down the track with no clear destination, broken steering mechanism, worn brakes and with little focus on the real reason for their existence or the trip.
What are the symptoms and curses of this stressful management style? 1.
Inconsistent or poor communication strategies, approaches or style.
2.
Poor planning.
3.
Inconsistent, inaccurate or non existent upward feedback from employees and /or the marketplace.
4.
Excessive politics and game playing.
5.
Autocratic top-down management style.
6.
A corporate culture that doesn't foster employee empowerment and sharing of information.
7.
Independent decision making without consulting the departments or people that are affected or must implement the decision.
8.
Arrogance or attitude of invisibility.
9.
A greater concern for who said it rather that what is best for the health and success of the organization.
10.
Lack of employee training and development.
11.
Senior management that is out of touch.
12.
Excessive employee or management hidden agendas.
13.
Management incompetence.
14.
Dual or conflicting messages from above.
15.
Last minute orientations.
There are others causes, but in my experience working with corporate clients from five million in sales to over forty billion for over thirty years - most will tend to fall in one of the 15.
If your organization or any department or division tends to be run with a crisis management style you might want to look deeper into the culture or philosophy of the business to see where the cause of this costly and time consuming mindset is originating or being fostered.
It is so easy, when bombarded with constant outside and inside pressures, to put important policy modifications, strategic plans and corporate agendas on the back burner while giving your full attention to putting out daily fires.
Many of these daily crises are the natural result of a lack of attention to these very critical activities.
There is always time to fix something, but never enough time to do it right the first time.
There is always money to fix something but never enough to do it right the first time.
I encourage you to take stock of the current perceptions, attitudes, philosophies, and a whole host of related issues within the culture of your organization both bottom-up and top-down, as well as your customers and prospects.
For years, thousands of organizations, both large and small, have muddled through day after day with the curse of crisis management.
Many of these seem to survive and a few succeed in spite of themselves.
Day after day, they shoot themselves in the foot, bandage it up and then shoot the other foot tomorrow.
They are like a train out of control, speeding down the track with no clear destination, broken steering mechanism, worn brakes and with little focus on the real reason for their existence or the trip.
What are the symptoms and curses of this stressful management style? 1.
Inconsistent or poor communication strategies, approaches or style.
2.
Poor planning.
3.
Inconsistent, inaccurate or non existent upward feedback from employees and /or the marketplace.
4.
Excessive politics and game playing.
5.
Autocratic top-down management style.
6.
A corporate culture that doesn't foster employee empowerment and sharing of information.
7.
Independent decision making without consulting the departments or people that are affected or must implement the decision.
8.
Arrogance or attitude of invisibility.
9.
A greater concern for who said it rather that what is best for the health and success of the organization.
10.
Lack of employee training and development.
11.
Senior management that is out of touch.
12.
Excessive employee or management hidden agendas.
13.
Management incompetence.
14.
Dual or conflicting messages from above.
15.
Last minute orientations.
There are others causes, but in my experience working with corporate clients from five million in sales to over forty billion for over thirty years - most will tend to fall in one of the 15.
If your organization or any department or division tends to be run with a crisis management style you might want to look deeper into the culture or philosophy of the business to see where the cause of this costly and time consuming mindset is originating or being fostered.
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