Get crystal clear on where you are going, why you're going there, and what you stand for, don't hire or keep employed anyone who is not congruent and aligned with these, and you will have begun the amazing journey to becoming remarkable in business.
There is awesome power in Management By Wandering Around (WBWA). You soon find out feelings about vision, mission and values, or as I prefer to call them possibility, purpose, and principles.
If there is even a hint of cynicism or skepticism at your workplace about vision, mission, or values, or any negative association with them, then decide on different words! For example:
- Possibility (vision) - The word possibility is in sync with what I see as a key aspect of quantum physics, namely we live in a world that is a field of infinite possibilities. Whatever word you choose, ensure it is one stakeholders will buy into, assuming that is, you intend to live your words.
- Purpose (mission) - Purpose is powerful because it suggests for me our reason for being beyond profit, the why of where we are going, and therefore acts like a magnet that draws people who are aligned with you, to you.
- Principles (values) - Principles for me is a stronger term for representing what we stand for than values.
Forget successful execution of your strategy if there is no congruency and alignment of possibility, purpose, and principles. Whatever words you use to describe where you are going, why you're going there, and what you stand for, they must capture intent.
Why are you in business? What is your intent? It is not to make a profit. Profit is a result of being good at business - not a reason for being in business. The more compelling your intent, the easier it will be to attract the like-minded employees you need if you want to be remarkable.
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Do you know your "big" reason for being in business?
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Can you articulate it in a sentence or two?
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Does what you say inspire? And is it real?
How many of your current employees are aligned with your "big" reason for being in business? If you can't persuade those who aren't, let them go, soon. They don't belong. It is not that these folk aren't nice people, they just don't fit at your workplace. They need the opportunity to find their place (everyone has a place) elsewhere.
Before you hire a new employee do you establish beyond reasonable doubt the person's congruency and alignment with where you are going (possibility, vision, etc.), why you're going there (purpose, mission, etc.), and what you stand for (principles, values, etc.)?
If you don't, expect disaster. Lose 10 employees a year on a salary of $40,000 and you will be faced on average with expenses for the next 18 months of $600,000 you won't recover. Can you afford that? You can avoid 90% of this and much of the associated pain by resolving (no matter how desperate you may get) to never hiring anyone who is not aligned with where you are going, why you're going there, and what you stand for.
Read the article "Simplifying Strategy And Execution: All Stakeholders Are Important"
Read the article "Simplifying Strategy And Execution: Strategic Intuition Precedes Strategic Thinking"
Read the article "Simplifying Strategy And Execution: Turning Strategic Thinking Into Strategic Insight"
Read the article "Simplifying Strategy And Execution: Strategic Planning Is An Oxymoron"
Read the article "Simplifying Strategy And Execution: Transparency Is Essential"
Buy Ian Berry's Audio Seminar CD from the Resource Centre:
What Real Leaders Do And Fake Ones Don't