One thing that occupies the corner office obsessively is planning and forecasting. For many executives it’s all about what they want to accomplish in the next quarter or the next year or their 3–5-year plan. Anticipating your future and what you need to do to get there is certainly important for the ongoing success of any enterprise.
But in my experience the visionary aspects of their role, too often, overlook the need to ensure that you accomplish something important today. The reality is that unless you are building on a strong foundation that supports today’s efforts, the plans that you are making are being built on sand.
We know from recent experience the difficulties of long-range planning. Who anticipated the Ukraine conflict and disruptions that followed? In the fall of 2019, there were no executives anticipating the pandemic and the economic consequences of the next 3 years. In 2008, few foresaw the meltdown in the banking sector and its’ fallout. The reality is that no one has a crystal ball and 3 to 5 years is now a very long time.
No executive can ignore the future and clearly there must be a certain amount of forward-looking thought involved in their daily activities. But I submit that ensuring that the results of today deserve equal focus and ultimately will be more important in the long-term success of your business.
What is the quality of your customer service? How have you personally tested it, or do you simply rely on internal reports?
What is the level of your employee satisfaction? How have you personally gauged it?
When was the last time you thanked your key suppliers? How confident are you that they will continue to support you tomorrow?
Do your key clients know how much you appreciate them and their contributions to your success? Or are they vulnerable to being poached by a competitor because you take them for granted?
Answering these questions should not be something that you delegate. If they are as important as they ought to be to your current success, why aren’t they part of your daily activities? Clearly these questions are generic, and you will have others that are more pertinent to your business. But you get the point...
If your focus is more on the future than on today, you are gambling against ‘the house’. And we know that over time ‘the house’ never loses!
You need to keep your finger on the pulse every day without sticking your nose in the business. It’s a delicate balance to be certain, but it’s your responsibility. There was a time when being proactive was among the highest valued qualities in a leader. I am persuaded now that the quality of your reactive skills is more critical.
Most can drive at high-speed knowing what the road ahead looks like. How well you react to the unforeseen is what avoids disasters.
This is active, empathetic leadership and it is what business demands today!
No comments:
Post a Comment