The main way I’ve found to overcome complacency, to instill urgency, is to install a ‘sunlight,’ so a dash of real-world light is let in to swirl about them.
Installing a sunlight, letting your teams know their efforts help make the sun shine, is but one approach toward helping instill motivation, a sense of urgency within. Make sure everyone knows, and is reminded frequently, the value of –their- efforts.
As we’re all aware, in today’s world simply sticking to your knitting is tantamount to a slow fall backward. Sticking to your knitting, may be viewed as staying the course and following a prescribed strategy. Yet I think ‘sticking to your knitting’ is in the process of being, well, redefined.
As I read through a number of articles and commentary this week, all coincidental in their timing, the notion of strategic development through experimentation came across loud and clear. …and it’s not just single-point success.
Business meetings, particularly in the corporate world, have often had negative stigmas attached to them. They’re time-sucks, boring, useless, or perhaps counter-productive. Why is that?
The most common problems I have run into stems from the meeting organizers or leaders themselves.
That is the assertion I hear all to frequently in discussions involving new business startups. It is as though the listener, a new entrepreneur, is powerless to do anything about it. Cast a 20-sided die and, if your number comes out on top, you’ll succeed.
Don’t know about you, but those odds suck. And, it turns out, those odds are wrong.
Are you a control freak? Do you feel the need to tell your teams how to do things? Are you frustrated by always feeling you can do the job better than anyone else?
If you allow your behavior—how you manage your teams—to reflect these frustrations the result is likely over-control.
